ASSESSMENT TASKS

Qualification BSB51918 Diploma of Leadership and Management

Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

INSTRUCTIONS
You must read the student assessment instructions prior to completing all assessment tasks.
After you have completed all the tasks, you must declare that the completed assessment tasks are authentic and completed by yourself by
checking each point in the table below. You will also be required make an electronic declaration of authenticity prior to submitting your
completed assessment tasks.
Student declaration
I declare that:

 Acknowledgements

I am submitting work in this assessment pack that is my own, except where acknowledgement/s of sources are made.

I have not copied in part, or in whole, or otherwise plagiarised the work of others.

I declare that the material does not infringe the intellectual property/copyright of a third party and I understand that the evidence may undergo
electronic detection and used to make comparisons with other evidence submitted by current or previous students.

The Units of Competence, Elements and Performance Criteria which I studied during the course were explained and I was provided with
adequate resources which enable me to complete this assessment.

The assessment tasks, assessment criteria and assessment due date(s) for this course were explained.

I was advised and I am aware of The Academy’s Policies including the Assessment Policy and the Assessment Appeals Process.

I was given assistance from the trainer and/or other Academy staff during the study of this course when it was requested.

I understand that my feedback will be used for reporting purposes and continuous improvement.

I acknowledge that my personal and outcomes details shall remain confidential and will only be used for official reporting purposes.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 1 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSMENT TASK 1: KNOWLEDGE QUESTIONS

Assessment type: Written questions
 successfully complete all activities in all assessment tasks to be Competent for the unit.
 respond to all questions and submit them to the Trainer/Assessor on due dates specified.
 answer all questions to the required level, and as per guides provided for each.
Applicable conditions
 Your assessor may ask you relevant questions on this assessment task to check understanding.
 No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.
 Where your answers are deemed not satisfactory after the first attempt, a resubmission attempt is allowed. (please note that this may be
also dependent on individual needs of students)
Purpose of the assessment task
The purpose of conducing assessment is to ensure that you are able to demonstrate knowledge skills of the following:
 National Employment Standards (NES), Fair Work Act 2009 and unlawful termination application
 to consult internal stakeholders and gather information from internal stakeholders when preparing a position description.
 to create a work plan and to measure the cost effectiveness of work allocated and performance improvement plan.
 integrated scheduling tools to allocate work efficiently, cost-effectively and with a focus on outcomes
 of ‘Quantitative’ and ‘Qualitative’ performance standards and of SMART criteria to evaluate the relevance of a performance indicator.
 steps required to conducted in a risk analysis.
 performance management system and of management methods to obtain information about a person's workplace performance.
 provide informal feedback to staff on regular basis, to address poor performance of the employees, to conduct formal feedback session
to follow up instances and poor performance different stages of counselling process (PIP).
Assessment conditions, resources and equipment
Assessment must ensure access to:
 computers, printers, communication technology and information programs used to source industry information and relevant workplace
systems, documentation and resources
 access to relevant legislation, regulation, standards and codes
 case studies, scenarios and interaction with others to complete role-plays
Benchmark for Assessment
 You are expected to respond to all aspects of each question and case study. In some cases, direction is provided on the expected length
of your response. These assessments will require a Short, Medium or Long response.
 The following is a guide to the expected number of words for each of these categories unless otherwise indicated.
Short 50+ words
Medium 200+ words
Long 300+ words
Instructions to Student
Read all questions and complete as per guides provided. Ask your assessor to clarify if you do not understand a question prior to you
working on answers.
Questions:
1.1. Answer the following:
a. What is a modern award? Who is covered by a modern award? (Guide: Medium)
Modern Awards are new industry particular Awards that replace all existing Federal Awards from 1 January 2010 (except for rates of
pay which can take effect from 1 July 2010). Modern Awards include terms and conditions of work such as coverage, minimum

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 2 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

compensation and classifications, penalty rates, ordinary hours, allowances, types of work, breaks, flexibility arrangements,
consultation and dispute settlement. They also include other terms that supplement the NES (the NES override Awards on a few
matters). Modern Awards and the NES together work as the 'safety net' from 1 January 2010. Modern Awards will cover all employers
and employees in the Federal workplace relations system. Modern Awards are industry or occupation-based, and will apply to
employers and employees who perform work covered by the Award. However, managers or higher income workers may not be covered
by a Modern Award even if one applies to the industry in which they work. Look for advice about your management and higher salary
employees (ie. those gaining < $ 108K per year).
b. Prepare a list of ten (10) minimum employment entitlements, as defined in National Employment Standards ‘NES’. (Guide:
Medium)
Modern Awards apply in conjunction with the NES to create a new safety net for employees.

The NES are:

 Hours of Work (max 38 ordinary plus reasonable additional hours);

 Parental Leave;
 Flexible Work for Parents;
 Annual Leave;
 Personal (Sick) / Carers and Compassionate Leave;
 Community Service Leave (includes jury service);
 Public Holidays;
 Information in the Workplace;
 Notice of Termination and Redundancy; and
 Long Service Leave.
c. What entitlements of National Employment Standards (NES) cover casual employee? (Guide: Short to Medium)

Casual employees only get some NES entitlements including:

 offers and requests to convert from casual to permanent employment
 unpaid carer's leave
 unpaid compassionate leave
 unpaid family and domestic violence leave
 unpaid community service leave
In some states and territories long serving casuals are eligible for long service leave.
Casual employees can request flexible working arrangements and take unpaid parental leave if:

 they have been employed by their employer as a casual employee on a regular and systematic basis over at least 12
months, and
 they reasonably expect to continue being employed by the employer on a regular and systematic basis.

1.2. As per Fair Work Act 2009 (Cth), what are the key requirements that an employer must follow to ensure that dismissal of an employee
is fair? (Guide: Medium)

Employment can end for many different reasons. An employee may resign or can be dismissed (terminated). However it ends, it’s
important to follow the rules about dismissal, notice and final pay. There are also different rights and obligations when a job is made
redundant or when a business is bankrupt.
Below are the key requirements that an employer must follow to ensure that dismissal of an employee is fair.
 Notice and Redundancy Calculator calculates entitlements when employment ends, including:
 notice to be given (by employer or employee)
 redundancy pay

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 3 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

 Notice & final pay - notice period is the length of time that an employee or employer has to give to end employment.
An employer can give notice to the employee by:
 delivering it personally
 leaving it at the employee’s last known address, or
 sending it by pre-paid post to the employee’s last known address.

1.3. Answer the following: (Guide: Medium to Long)

a. What does an enterprise agreement usually include? Identify and document any five (5) matters.
An enterprise agreement is between one or more national system employers and their workers, as indicated in the agreement.
Enterprise agreements are negotiated by the parties through collective haggling in great confidence, primarily at the enterprise
level. Under the Fair Work Act 2009, an enterprise can mean any kind of business, activity, project or undertaking.
An enterprise agreement cannot include any unlawful content.
This includes:
 an objectionable term (which are terms that require or allow payment of a bargaining services fee, or a contravention of
the general protections provisions of the Fair Work Act 2009)
 a term that confers an entitlement or remedy in relation to unfair dismissal before the employee has completed the
minimum employment period
 a term that excludes, or modifies, the application of unfair dismissal provisions in a way that is detrimental to, or in
relation to, a person
 a term that is inconsistent with the industrial action provisions
 a term that allows for the exercise of any State or Territory OHS legislative right of entry in a manner different to the
rights set out in the right of entry provisions of the Fair Work Act 2009
b. Explain the following types of enterprise agreements:

I. Single-enterprise agreements
A single-enterprise agreement is made between a single employer (or two or more single interest employers) and
workers employed at the time the agreement is made, and who will be covered by the agreement. Single interest
employers are employers that are in a joint venture or common enterprise or are related corporations. They can also
be employers authorised as single interest employers by the Fair Work Commission, which may be either
franchisees or other employers where the Minister for Employment has made a declaration.
II. Multi-enterprise agreements
A multi-enterprise agreement is made between two or more employers (that are not all single interest employers)
and employees employed at the time the agreement is made and who will be covered by the agreement.
III. Greenfields agreements
A greenfields agreement is an enterprise agreement that is made in connection to a new enterprise of the employer or employers
before any workers are employed. This can either be a single enterprise agreement or a multi-enterprise agreement. The parties to a
greenfields agreement are the employer (or employers in a multi enterprise greenfields agreement) and one or more relevant
employee associations (usually a trade union).

1.4. How can you use the below given performance management methods to obtain information about a person's workplace performance?
(Guide: Short to Medium for each)
a. Regular reviews and formal appraisals

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 4 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

b. Peer, supervisor and subordinate assessments

c. Professional development plans

 Regular reviews and formal appraisal - Formal or performance appraisals are important for staff motivation, attitude and
behaviour development, communicating and aligning individual and organisational aims, and fostering positive relationships
between management and staff. Formal appraisals give a formal, recorded, regular review of an individual's performance, and
a plan for future improvement.
 Peer, supervisor and subordinate assessments -
 Professional development plans-

1.5. Answer the following: (Guide: Medium to Long)

a. How can you make sure that the coaching process developed is effective?
b. Prepare a list of six (6) steps that provide a basic outline for an effective approach to coaching.

A. How can you make sure that the coaching process developed is effective?
Business coaching has gone from fad to fundamental. Leaders and organizations have come to understand how valuable it can
be, and they're adding "the ability to coach and develop others" to the ever-growing list of skills they require in all their
managers. In theory, this means more employee development, more efficiently conducted. But in reality, few managers know
how to make coaching work. To improve the quality and impact of your coaching efforts, start by giving your individual
managers tangible information about how to coach their direct reports. Typically, managers meet their coaching obligations
by giving reviews, holding occasional meetings and offering advice. For coaching to be effective, they need to understand
why they are coaching and what specific actions they need to take.

B. Prepare a list of six (6) steps that provide a basic outline for an effective approach to coaching.
 Demonstrate your belief in the employee's ability too improve
Show confidence in the employee's ability and willingness to solve the problem. Ask him or her for help in solving
the problem or improving their performance. Ask the workers to join in with you with the goal of increasing the
employees' effectiveness as a contributor to your company.

 Describe the performance problem to the employee.

Focus on the problem or behavior that needs improvement, not on the person. Use descriptions of the behavior with
examples so that you and the employee share meaning.

 Determine whether issues exist that limit the employee

Ask yourself whether the employee has the ability to perform the task or achieve the objectives. Four common
barriers are time, training, tools, and temperament. Learn how to remove these barriers, assuming one exists.
Determine whether the employee needs your help to remove the barriers—a key role of a manager—or if he or she
is able to tackle them alone.

 Discuss potential solutions to the problem or improvement actions to take

With a lower-performing employee, ask the employee for their ideas about how to correct the problem, or prevent it
from happening again. With a high performing employee, talk about continuous improvement.

 Agree on a written action plan

The written plan should list what the employee, the manager, and possibly, the HR professional, will do to correct
the problem or improve the situation. Identify the core goals that the employee must meet to achieve the appropriate
level of performance that the organization needs.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 5 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

 Set a date and time for follow-up

Determine if a critical feedback path is needed, so the manager knows how the employee is progressing. Offer
positive encouragement. Express confidence in the employee's ability to improve. Recognize, however, that the only
person who is in charge of their performance improvement is the employee. As much as you try to help, he or she is
the one who is ultimately in charge of their growth and improvement.

1.6. Answer the following:

a. As defined in Fair Work Act 2009, what is unlawful termination? (Guide: Medium)
b. In how many days should an unlawful termination application be made? (Guide: Short)

A. As defined in Fair Work Act 2009, what is unlawful termination?

 A person must not make an unlawful termination application in relation to conduct if the person is entitled to make a general
protections court application in relation to the conduct. A person must not make an unlawful termination application in
relation to conduct if the person is entitled to make a general protections court application in relation to the conduct. This
provision of the Fair Work Act 2009 prevents a person from making an unlawful termination application if they are able to
make an application to a Court under the general protections provisions in relation to the same dismissal. This is because the
general protections and unlawful termination provisions cover the same grounds relating to when a dismissal is for a
prohibited reason.The unlawful termination provisions are only intended to be an extension of these protections to persons
who are not covered by the general protections provisions.

B. In how many days should an unlawful termination application be made?

1.7. Answer the following:

a. How should you create a work plan? (Guide: Short to Medium)
b. What should an individual work plan include? Identify and list any seven (7) items. (Guide: Short to Medium)

1.8. Explain the purpose of performance development plan. How should you develop a performance development plan? (Guide: Medium)

1.9 Explain the meaning of Key Performance Indicators and how they can be applied to individuals or groups within the workplace. What
performance indicators would the manager have to put in place to ensure that each staff member is working towards the agreed goals?
(Guide: Short to Medium)

1.10 Explain how an employee can benefit from a succession plan and career pathway within their organisation. (Guide: Short to
Medium)

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 6 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSOR FEEDBACK
Please ensure that assessors complete feedback below and indicate if feedback was completed in the student portal for this task. Students are not to move to
assessment task 2 if they have not gained satisfactory outcome for task 2.
The assessor will indicate below if you are able to continue to task 2.

Date task checked and feedback provided:

Assessment task 1 is Satisfactory Yes  No  Was feedback provide on online? Yes  No 

If not Satisfactory – please insert resubmission due date:

Please advise the student if this feedback was or will be provided electronically when resubmitted.

The assessor will be using the following table to provide feedback if he/she were not able to provide feedback to you electronically using your student portal.

Comments, feedback and dates for each point is required

In this task the student was able to: Skills demonstrated well Skills needing improvement Date

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 7 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSMENT TASK 2: ROLE-PLAYS AND PROJECT ACTIVITIES

Assessment type: This task is divided into following 4 activities:
1. Role play with the Sales and customer representative managers
2. Discussion with the HR Manager
3. Negotiate work plans
4. Conduct risk analysis
You must:
 successfully complete all activities in all assessment tasks to be Competent for the unit.
 respond to all questions and submit them to the Trainer/Assessor on due dates specified.
 answer all questions to the required level, and as per guides provided for each.
Applicable conditions
 Your assessor may ask you relevant questions on this assessment task to check understanding.
 No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.
 Where your answers are deemed not satisfactory after the first attempt, a resubmission attempt is allowed. (please note that this may be
also dependent on individual needs of students)
Purpose of the assessment task
This assessment task is designed to evaluate your following skills and abilities to:
 participate in role play with the Sales and customer representative managers.
 consult relevant groups and individuals on work to be allocated and resources available.
 negotiate work plans.
 develop work plan in consultation with the employees.
 allocate key performance indicators to assess their performance
 conduct risk analysis.
 allocate work in a way that is efficient, cost effective and outcome focused.
 develop and agree performance indicators
 allocate work in a way that is efficient, cost effective and outcome focused.
Assessment conditions, resources and equipment
Assessment must ensure access to:
 computers, printers, communication technology and information programs used to source industry information and relevant workplace
systems, documentation and resources
 access to relevant legislation, regulation, standards and codes
 case studies, scenarios and interaction with others to complete role-plays
Benchmark for Assessment
 You are expected to respond to all aspects of each question and case study. In some cases, direction is provided on the expected length
of your response. These assessments will require a Short, Medium or Long response.
 The following is a guide to the expected number of words for each of these categories unless otherwise indicated.
Short 50+ words
Medium 200+ words
Long 300+ words
Instructions for students:
This assessment task requires student to demonstrate skills to allocate work and provide informal feedback to the employees. This task is
divided into four (4) activities. Before initiating the task, Student must refer to the simulated business case. This simulated business case will
provide detailed information regarding the policies, procedures and systems implemented in the organisation.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 8 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Read the following Case Study and scenarios and complete all following activities as indicated.

Case Study
Background
Plumbing sales ltd. is Melbourne’s largest online plumbing supplies with thousands of products from leading industry suppliers in stock
available for purchase online and in store. We are an Australian, family owned business that has been servicing the plumbing industry for
over 60 years, and staff with extensive industry knowledge.
The business sells hardware of all kinds, quality tools, paint, and housewares. The business is operated by its sole shareholder, James
Smith. The company has a total of ten employees. It will sell its products in the local market. 
THE MARKET
Approximately 60% of our customers are men and 40% are women. The percentage of customers that fall into the following age
categories are:

Under 16 0%

17-21 5%

22-30 30%

31-40 30%
SALES
41-50 20%
The business has three sales and customer representative’s managers in three (3) different
departments. Five employees work under each manager. Furthermore, one additional employee
51-60 10%
will be required to be recruited in the “Bathroom and kitchen accessories department” to achieve
the sales goals.
61-70 5%
The business attracts 30% of the customers from social media ads, 5% of customers from local
Over 70 0% directories, 5% of our customers from the yellow pages, 10% of our customers from family and
friends and 50% of customers from current customer’s reference.
Customer service objectives:
Achieve customer service satisfaction rate of more than 90%.
Achieve first call resolution rate of 70-75%.
Decreasing the call forwarding process.
MANAGEMENT
The business evaluates the quality of our management staff as being excellent. Our sales and customer representative’s managers are
experienced and very motivated to achieve the various sales and quality assurance objectives we have set. We use a management
information system which produces key inventory, quality assurance and sales data on a weekly basis. All data is compared to previously
established goals for that week and deviations are the primary focus of the management staff.
JOB DESCRIPTION: GENERAL MANAGER
The General Manager of the business of the corporation is the president of the corporation. He is responsible for the complete operation
of the retail hardware store which is owned by the corporation. A detailed description of his duties and responsibilities is as follows:
Sales
Train and supervise the three sales people. Develop programs to motivate and compensate these employees. Coordinate advertising and
sales promotion effects to achieve sales totals as outlined in budget. General manager oversees purchasing function and inventory control
procedures to insure adequate merchandise at a reasonable cost.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 9 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Finance
Prepare monthly and annual budgets. Secure adequate line of credit from local banks. Supervise office personnel to insure timely
preparation of records, statements, all government reports, control of receivables and payables and monthly financial statements.
Administration
Perform duties as required in the areas of personnel, building leasing and maintenance, licenses and permits and public relations.
Scenario 1
One of the sales and customer representative’s managers is about to take 12 months of unpaid parental leave. The business either needs to
hire a new employee or find an option who can take his/her place.
This sales and customer representative manager used to work in “Plumbing accessories department”. The business is only left with two
sales and customer representative manager. An employee “Ryan” working in “Bathroom and kitchen accessories department” has
expressed his interest in working in this position reporting to the General Manager. He believes he has the skill to sell to customers based
on his technical knowledge and customer service experience but he has no sales experience.
If the business hires a new employee, they must train the employee. Furthermore, the knowledge of products is also a concern.
Considering this, Ryan can be a good option because he has already learned and practiced the customer skills in the “Plumbing
accessories department”. Moreover, he ticks most of the boxes of the requirements given in “Employee position description” (Appendix
1). The only concern that you have is the Ryan’s inability to learn new skills, sales technique and knowledge while persisting through a
period of adjustment.
Scenario 2:
To achieve the sales goals, one new employee is to be recruited. A manager from “pipes and fitting” department has provided reference
for a candidate name “Jeff” who has worked in this industry for 5 years and feels that he is competent for this job role. Jeff does not work
for this company but he has knowledge of all the products and accessories in plumbing departments.
The only concern is that he last worked in this industry five years back, but still has appropriate amount of knowledge. However, training
would be required to answer calls and improve his computer skills.
You are the “General Manager” of the organisation.
You are responsible for carrying out all the operations.

Activities:
2.1. Review the Case Study and scenarios above and organise Role play “Determining the best sales and customer representative manager.”
You will participate in role play as the General Manager of the “Plumbing accessories department” and “Pipes and Fitting” department.
During the role play, you need to discuss suitability of Ryan and Jeff for the job position with other managers. Identifying the benefits,
they bring to the job.
The key elements to be discussed are as follow:
 Position description
 Performance/knowledge gaps in the employees.
 Training requirements.
 Current Skill Level
a) Prior to the role-play you must document the key elements to be discussed mentioned above and discuss your notes with your
assessor who will provide you with feedback.
Your assessor will organise a colleague to act as the sales and customer representative manager’s and allocate a date and time for
the role play. Your assessor will ensure that all students have had a chance to develop their role play documentation. (Your
assessor might also act as the Sales and Customer Representative Manager if required).

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 10 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

b) Using your notes, conduct your role play as directed by your assessor and within the timeline on the date and time allocated by
your trainer.
Template:

Content Discussion

Suitability of employees based on

position description

Performance/knowledge gaps in
the employees

Training requirements

Performance checklist (Part A):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part A)
2.2. Discussion with the HR Manager
After discussing the position description with the managers, it has been discussed that Ryan and Jeff will be hired on part time basis
with minimum 25 hours a week. Considering this, you are required to document the following notes and discuss your notes with the HR
Manager (your assessor or someone appointed by your assessor):
 Legal and regulatory requirements
 Relevant awards and certified agreements applicable.
 Staff development options based on the knowledge and performance gaps.
Template:

Content Discussion

Legal and regulatory

requirements

Relevant awards and certified

agreements applicable

Staff development options

Performance checklist (Part B):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part B).
2.3. Negotiate work plans
After meeting with the managers, you will need to meet with Ryan and Jeff to negotiate a work plan.
The work plan is to be prepared for a six-month transition period. Considering the new staff, sales performance decline, up to 20% is
acceptable for this period. The actual sales target is $10,000.
The work plan will be based on the Performance/Knowledge gaps (as discussed with the managers).
During the meeting you will:

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 11 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

 Discuss the general performance expectation and code of conduct with the employees.
 Discuss the position description.
 Discuss the Performance/knowledge gaps identified.
 Develop work plan in consultation with the employees that includes the following: (Template 1)
o Goals/Activities based on the organisational objectives and Performance/knowledge gaps of the employees.
o Key performance indicators to assess their performance.
o Accountability/dependencies.

Competence Level/standard

Continuous learning and Use self-evaluation skills to identify skill gaps and be open to management to training requirements to
development achieve competency.

Health, safety, security and Follow policies and procedures relevant to WHS, recordkeeping, finances and sustainability.
environment

Template 1: Work plan

Name of document Work Plan Candidate:

KRA Activities/goals Measurement/KPIs Accountability/dependencies

Financial

Knowledge of the product

Customer focus

Communication skills

Technological skills

Continuous learning and

development

Name of document Work Plan Candidate:

Financial

Knowledge of the product

Customer focus

Communication skills

Technological skills

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 12 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Performance checklist (Part C):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part C)
2.4. Conduct risk analysis.
After the role play with the managers and employees, you need to identify and analyse the risks associated with “Ryan” and “Jeff” and
record the analysis in risk management template provided. The risks must be related to the following:
 Wrong process sales orders
 Lack of new product knowledge
 Staff attitude

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 13 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Risk management plan template

Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible

Ryan

Jeff

Performance checklist (Part D):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part D).
Appendix 1: Employee position description

Position Description:

Job title: Sales & Customer Representative

Reports to:

Sales representative manager (Bathroom and Department/ Division: Bathroom and Kitchen Accessories
kitchen accessories department)

Summary of position
Provide expert advice to customers on plumbing products and accessories; resolving product and service problems.

Essential job requirements

● Managing incoming calls and customer service inquiries
● Generating sales leads that develop into new customers
● Identifying and assessing customers’ needs to achieve satisfaction.

Required competence/education
What is the minimum competence/educational requirements for this position?

Competence Level/standard

Knowledge of the product Worked in this industry and has knowledge of products and accessories.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 14 of 27

Qualification
Cluster number and name:
Units of competency:
Student’s ID:
Assessor’s name:
Customer focus
Technological skills
Communication skills
Continuous learning and
development
Health, safety, security and
environment
Physical requirements: Must be able to work for eight hours shift and sometimes some extra hours as well.
Mental requirements: N/A
Equipment used: Computer/point-of-sale terminal, telephone, fax machine, power tools.
Experience requirements: Minimum 1 year
Working conditions
● Indoor warehouse environment.
● Call availability and services
Signature: (responsible manager):
Date of issue:
LMD_2.2_BSBMGT502 Assessment Task
ASSESSMENT TASKS
BSB51918 Diploma of Leadership and Management
LMD 2.2 Lead team and manage performance
BSBMGT502 Manage people performance
STUDENT ID is to be inserted in this column and on all pages,
Please ensure assessor name is inserted.
Ability of identify customer needs, provide advice and explain the usage of each product to the
customer.
Customer orientation and ability to adapt/respond to different types of characters
Excellent communication and presentation skills
Complete and process orders.
Competency to operate point of sale technology.
Keep records of customer interactions, process customer accounts and file documents
Build sustainable relationships and trust with customer accounts through open and interactive
communication
Handle customer complaints, provide appropriate solutions and alternatives within the time limits;
follow up to ensure resolution
Follow communication procedures, guidelines and policies
Use self-evaluation skills to identify skill gaps and be open to management to training
requirements to achieve competency.
Follow policies and procedures relevant to WHS, recordkeeping, finances and sustainability.
Version 3 25 may 2020
Page 15 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSOR FEEDBACK
You will receive online feedback to your answers. Please check you portal for feedback for this task so you can progress to the next
assessment task. Your assessor will also indicate in your feedback if you need to resubmit any of the questions.

Assessor’s observation checklist:

Comments, feedback and dates for each point is required - insert NA where feedback is not appropriate)

Checklist (Part A): Date: Time: Duration: (mins)

Checklist points: Skills demonstrated well Skills needing improvement

a) Discussed suitability of Ryan

and Jeff for the job position
with the managers.

b) Identified the
performance/knowledge gaps
in the employees

c) Identified the training

requirements

d) Used language and structure

appropriate to context and
audience.

Checklist (Part B): Date: Time: Duration: (mins)

a) Discussed with the HR

Manager requirements for
staff development and
performance

b) Demonstrated knowledge of
key legal concepts related to
employment.

c) Used effective listening and

questioning skills.

Checklist (Part C): Date: Time: Duration: (mins)

a) Negotiated the work plan.

b) Demonstrated knowledge of
the general performance
expectation and code of
conduct with the employees.

c) Discussed the position

description.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 16 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

d) Discussed the
Performance/knowledge gaps
identified.

e) Work plan included the

Activities, KPI’s and
accountabilities for required
KRA

f) Collaborated with Ryan and

Jeff to achieve joint
outcomes.

Checklist (Part D): Date: Time: Duration: (mins)

a) Identified and analysed the

risks associated with “Ryan”
and “Jeff” and record the
analysis in risk management
template provided.

b) The risks identified included,

product sales, knowledge and
attitude

Task outcome:  Satisfactory  Not Satisfactory

Insert re-submission due date: Only if required

Resubmission feedback: Only if required

Please advise the student if this feedback was or will be provided electronically when resubmitted.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 17 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSMENT TASK 3: PROJECT AND PRACTICAL ACTIVITIES

Assessment type: This task will be required to conduct a training session and train the sales and customer representative managers. You
must:
 successfully complete all activities in all assessment tasks to be Competent for the unit.
 respond to all questions and submit them to the Trainer/Assessor on due dates specified.
 answer all questions to the required level, and as per guides provided for each.
Applicable conditions
 Your assessor may ask you relevant questions on this assessment task to check understanding.
 No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.
 Where your answers are deemed not satisfactory after the first attempt, a resubmission attempt is allowed. (please note that this may be
also dependent on individual needs of students)
Purpose of the assessment task
This assessment task is designed to evaluate your following skills and abilities to:
 identify the main features of performance management plan.
 evaluate the effectiveness of the current system in place and identify the weaknesses in the performance management system.
 identify the amendments in performance management system.
 gain support for your amended system.
 provide training/coaching to managers.
 conduct coaching session and complete a performance improvement and development plan.
 terminate staff in accordance with legal and organisational requirements.
 prepare an informal coaching session.
 evaluate gaps between expectations and performance.
Assessment conditions, resources and equipment
Assessment must ensure access to:
 computers, printers, communication technology and information programs used to source industry information and relevant workplace
systems, documentation and resources
 access to relevant legislation, regulation, standards and codes
 case studies, scenarios and interaction with others to complete role-plays
Benchmark for Assessment
 You are expected to respond to all aspects of each question and case study. In some cases, direction is provided on the expected length
of your response. These assessments will require a Short, Medium or Long response.
 The following is a guide to the expected number of words for each of these categories unless otherwise indicated.
Short
50+ words
Medium
200+ words
Long
300+ words

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 18 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Instructions for students

This assessment task is in continuation with “Assessment task 2”. In this assessment task you are required to conduct a training session
(role-play) and train the sales and customer representative managers.
Before starting the tasks, you are required to refer to the “Simulated Business Documentation” provided to you along this unit of
competency. You are to review the policies and procedures given in the Simulated Business Documentation. Your assessor will guide you
with business documentation access.
Read Scenario 1 and complete activities as indicated.

Scenario 1:
Senior management has recently noted that there has been decline in the employee performance as they have not been able to
meet the sales/revenue targets.
Customer satisfaction surveys and questionnaire have revealed that the customer satisfaction levels have also declined in last
six months.
Senior management has also conducted review to evaluate the reasons behind the declining sales revenue and customer
satisfaction rates. They have used “Ballot box system” to identify the employee issues, where employees would discuss the
reasons for the performance downfall in questionnaire and put the documented questionnaire in the ballot box.
The outcomes of the “Ballot box system” are as follow:
Employees have complained about lack of:
 continuous training and development provided.
 meaningful rewards and recognition.
 acknowledgement.
 frequent communication with employees.
 constructive feedback.
Furthermore, the outcomes have revealed that approximately 35% feels disengagement from work.
A large proportion of employees, 45%, always or often feel disengaged from work; their sense of self-confidence and optimism is low.
The senior management has identified that risk of retaining the current employees if the same continues to happen. The company cannot
afford this.
The main cause of this identified is the performance management systems in place.
You are the General Manager of the Plumbing sales ltd.
The senior management has asked you to deliver training session to Sales and customer representative managers on the performance
management system and the plan that should be implemented to improve the current system to take account of the employees’
development.

Role-play instructions:
There will be three (3) Customer service and sales representative managers in the training session.
During the training session, your assessor will take on the role of one of the Customer service and sales representative (or appoint someone
else) manager and other two (2) roles will be allocated to the students.
You will need to arrange the time and place with your trainer/assessor for the training session.
Activities:

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 19 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Use the space below to record the date and time of the role-play session to ensure that you and your colleagues are on time. Please note that
your assessor will monitor that you have followed the planned date and time to gain Satisfactory outcome of this assessment task. Your
assessor will explain to you about how to complete this activity, who will be involved and how the activity will run.

Date of the coaching session Time of the coaching session

3.1. Before you conduct the role-play “the training session”, you are required to develop a Power Point presentation that includes the
following points and present it to your assessor for feedback.
a) Refer to the current performance management system given in simulated business and identify the main features including:
o Ongoing performance management
o Formal Performance review process
o Formal Performance review process for new employees
o Performance appraisals
o Training and development
b) Evaluate the effectiveness of the current system in place and identify the weaknesses in the performance management system.
c) Identify the amendments that you think should be made to the system. Include:
o Problems in the previous system.
o How implementation of the amendments can address the problem?
d) Use the space below to copy and paste your presentation or provide a link or advise your assessor the name of the presentation,
date when it was uploaded and where.

Student will be pasting or providing information about the presentation in here.

3.2. Once you have prepared the presentation, you are required to deliver the training session.
During the training session, you are required to:
a) Discuss the main features of the performance management system.
b) Discuss the effectiveness and problems in current performance management system.
c) Discuss the amendments to be made.
d) Discuss, how implementation of the amendments can address the problem?
e) Gain support for your amended system: Provide an explanation of the benefits of your amendments.
f) Provide training/coaching to managers on the following:
o Implementation of the new performance management system.
o How to make sure that the employees feel part of the organisation?
Performance checklist: To be completed by assessor.
Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your assessor has completed the required
checklist for this activity.
3.3. In this assessment task you are required to complete the following two activities:
 Conduct coaching session and complete a performance improvement and development plan.
 Terminate staff in accordance with legal and organisational requirements.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 20 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Read the scenario below and complete activities below.

Scenario 2:
A work plan was prepared for Ryan for a period of 6 months when he was employed (refer to assessment task 2).
Initial period of Ryan’s employment of six months have been completed. Now it is the time to for performance review and provide him
feedback regarding his performance over the course of six months.
Following are the outcomes of the performance review conducted:
 Ryan has not been able to meet the performance standards. He has not been able to live up the expectations especially when you
have had a work plan in place that provided him proper training.
 Even after reducing the sales targets, he has not been able to meet them. Thus, it can be concluded that he has not put in efforts to
perform satisfactorily.
 He has made subsequent efforts to gain knowledge of the product range. That gives you hope that he will to focus on the areas that
he is still lacking in.
A detail review of his performance is as follow:
Performance score card:

KRA Target Result

Financial $8000 sales revenue per month $6,000 average

Knowledge of the product 100% 80%

Customer focus 8/10 4.5/10

Communication skills 9/10 7/10

Technological skills 9/10 9/10

Continuous learning and development 15-20 training hours 7 training hours attended.

a) You are required to provide informal and formal feedback to Ryan.

You need to arrange a time and place with your trainer/assessor who will act as Ryan. (or the assessor will appoint someone).
Organise the time and date with your assessor or the individual who will be role-playing Ryan.
Use the space below to record the date and time that has been scheduled and agreed. Your assessor will be noting that you have
attended the session on time.

Date of the informal meeting with Ryan Time of the meeting with Ryan

b) You need to review Ryan’s performance as discussed in the scenario and then conduct a coaching session with him. The session is
to be conducted based on performance management policy given in simulated business document.
Before the coaching session you will need to:
 Prepare an informal coaching session for Ryan considering the performance scorecard. (Use coaching plan template provided
below).
Coaching plan template

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 21 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Coaching phase Notes/questions/planning

Goal and performance

expectations

Reality of actual performance

Opportunities to develop

Willingness to develop and

commitment

c) You must now conduct the coaching session.

During the coaching session, you will need to discuss:
 performance expectations.
 expected target results and the actual results.
 your evaluation of gaps between expectations and performance.
 the reasons for gaps.
 opportunities to develop.
 his willingness to develop and his commitment to the organisation.
d) Use the space below to take comments you can refer to and ensure that you have not missed any feedback or discussions from the
session that you need to consider when completing the performance development plan or giving feedback.

Students will take own notes to make sure that they do not forget anything important when completing the performance development
plan, or giving feedback

e) Based on the discussion in the coaching session and the performance expectations, you must also to complete the performance
development plan in agreement with Ryan.
To complete the performance development plan, you need:
 Set targets for the identified performance gaps.
 Set review dates.
 Set indicators of success/performance.
Performance improvement and development plan template:

Review period:

Name and position: Manager:

Key result areas Identified performance gaps Indicators of success and Status report
performance

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 22 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Next performance review period:

Signature:
Date:

3.4. Read scenario 3 below and complete this activity.

Scenario 3:
After the implementation of the performance improvement and development plan that was prepared for Ryan, you conducted the next
performance review.
The outcomes of the performance review were not at all satisfactory. There was not even minimal amount of improvement in the
performance review outcomes. It is particularly disappointing that even after regularly conducting performance review, providing
training/coaching and implementing performance development plan, no improvements have been seen.
So, the management has decided to terminate Ryan. The termination must be carried out in accordance with the legal requirements.

In this activity you will be terminating Ryan’s employment.

You need to formally invite Ryan to the meeting and conduct a meeting.
During the meeting, you will need to:
 State the reason for the termination.
 Be specific about what will happen next: pay, benefits, unused vacation time, references, outplacement, and so forth.
 Close by thanking Ryan for his contributions to the company.
 Email written notice of the last day of Ryan’s employment. (you must use SBTA email address)
(Note: Your assessor will continue to act as Ryan or appoint someone)
Termination letter example:

<Date>
Private and confidential
<Insert employee’s full name>
<Insert employee’s residential address>
Dear <insert name>
Re: Termination of your employment
I am writing to you about the termination of your employment with <insert company/partnership/sole trader name and the trading name
of business>.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 23 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

The next part of this letter sets out an example of best practice performance/conduct counselling prior to
termination. It is not prescribed by law. You may not have done all the things in the three paragraphs below so you
should delete what is not relevant to your situation.

If you are a small business it is very important that you ensure that you have complied with the Small Business Fair
Dismissal Code before you terminate an employee’s employment. Visit www.fairwork.gov.au for a copy of the
Code.

On <insert date> you met with <insert name of others at the meeting>. In that meeting, you were advised that <insert advice given to
employee regarding improvement of performance or conduct, for example any deadlines for improvement, new targets set etc.>. You
were issued with a formal <warning/counselling> letter on <insert date>.
On <insert date> you had a second meeting with <insert names of other people at the meeting> and you were advised that your
<performance/conduct> had not improved to the level required. You were issued with a second <warning/counselling> letter on <insert
date>.
You also attended a meeting with <insert name of others at the meeting> on <insert date>. In that meeting you were issued with a final
<warning/counselling> letter. This letter indicated that your employment may be terminated if your <performance/conduct> did not
improve by <insert date>.
<I/We> consider that your <performance/conduct> is still unsatisfactory and have decided to terminate your employment for the
following reasons:
 <Insert reasons relating to performance or conduct>

 <Insert reasons relating to performance or conduct>

Option A: Use this option if you want the person to work his or her notice period.

Based on your length of service, your notice period is <insert number> weeks. Therefore, your employment will end on <insert future
date to cover all of the weeks you need to give notice>.

Check the National Employment Standards and your relevant industrial instrument (e.g. award or registered
agreement) for how much notice you need to provide the employee. If there is an applicable industrial instrument
or contractual arrangement (e.g. contract of employment, workplace policy) that provides different notice amounts
than the National Employment Standards, you need to provide whichever is more generous to the employee. Need
help? Call the Fair Work Infoline on 13 13 94.

Option B: Use this option if you want the person to be paid in lieu of notice.

Your employment will end immediately. Based on your length of service, your notice period is <insert number> weeks. In lieu of
receiving that notice, you will be paid the sum of $<insert amount>.

Check the National Employment Standards and your relevant industrial instrument (e.g. award or registered agreement)
for how much notice you need to provide the employee. If there is an applicable industrial instrument or contractual
arrangement (e.g. contract of employment, workplace policy) that provides different notice amounts than the National
Employment Standards, you need to provide whichever is more generous to the employee. Need help? Call the Fair Work
Infoline on 13 13 94.

You will also be paid your accrued entitlements and any outstanding pay, up to and including your last day of employment. This
includes the balance of any time off instead of overtime accrued but not yet taken (paid at the overtime rate applicable when the
overtime was worked), and superannuation.
If you have been paid annual leave in advance, any amount of annual leave still owing will be deducted from your final pay.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 24 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

You may seek information about minimum terms and conditions of employment from the Fair Work Ombudsman. If you wish to
contact them you can call 13 13 94 or visit their website at www.fairwork.gov.au.
Some termination payments may give rise to waiting periods for any applicable Centrelink payments. If you need to lodge a claim for
payment you should contact Centrelink immediately to find out if there is a waiting period.
Yours sincerely,
<Insert name>
<Insert position>

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 25 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSOR FEEDBACK
You will receive online feedback to your answers. Please check you portal for feedback for this task so you can progress to the next
assessment task. Your assessor will also indicate in your feedback if you need to resubmit any of the questions.

Assessor’s observation checklist

Scenario 1 observation: Date: Time: Duration: (mins)

Comments, feedback and dates for each point is required (insert NA where feedback is not appropriate)

Checklist points: Skills demonstrated well Skills needing improvement

a) Identified main features

of the performance
management system were
in line with the simulated
business case.

b) Evaluated the
effectiveness of the
current system in place
and identify the
weaknesses in the
performance management
system.

c) Identified the
amendments required to
be made to the system.

d) Gained support for your

amended system.

e) Developed a suitable
presentation which
included all relevant
information required for
training session.

f) Presented the information

in a logical and interesting
way.

g) Presented the content

clearly and confidently.

h) Answered questions from

the sales and customer
representative manager.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 26 of 27
 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

i) Voice tone and pitch were

accurate.

Scenario 2 and 3: Date: Time: Duration: (mins)

a) Conducted coaching
session and completed a
performance
improvement and
development plan.

b) Used language and

structure to explain
expected standards of
performance, provide
feedback and coach staff

c) Applied the protocols

governing what to
communicate to whom
and how in a range of
work contexts.

d) Carried out termination of

employees in accordance
with the legal
requirements.

Task outcome:  Satisfactory  Not Satisfactory

Insert re-submission due date: Only if required

Resubmission feedback: Only if required

Please advise the student if this feedback was or will be provided electronically when resubmitted.

LMD_2.2_BSBMGT502 Assessment Task Version 3 25 may 2020

Page 27 of 27