ASSESSMENT COVER PAGE

STUDENT DETAILS / DECLARATION:

Course Name:

Unit / Subject Name: BSBMGT502 Manage people performance

Trainer’s Name: Assessment No: Task A, Task B

o I fully understand the context and purpose of this assessment.

o I am fully aware of the competency standard/criteria against which I will be assessed.
I declare that:
o I have been given fair notice of the date, time and venue for the assessment.
o I am aware of the resources I need and how the assessment will be conducted.
o I have had the appeals process and confidentiality explained to me.
o I agree that I am ready to be assessed and that all written work is my own.
o This assessment is my: o First submission o Re-submission (Attempt ___ )
Student Name: Student ID:

Student’s Signature: Submission Date: / /

ASSESSOR USE ONLY: (ACADEMIC DEPARTMENT)

Result:
Assessment Task A:
o Satisfactory o Not Satisfactory
Assessment Task B:
o Satisfactory o Not Satisfactory
Final Assessment Result for this unit C / NYC
Feedback: Feedback is given to the student on each
Yes / No
Assessment task & final outcome of the unit

Assessor’s
Feedback:

Assessor’s Date: / /
Signature:

ASSESSMENT FIRST SUBMISSION/RE-SUBMISSION RECEIPT:

It is student’s responsibility to keep the assessment submission receipt as a proof of submission of assessment tasks.

Student Name: Student ID:

Unit / Subject Code: Assessment No:

Trainer Name & Date: / /

Signature:

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Assessment/evidence gathering conditions

Each assessment component is recorded as either Satisfactory (S) or Not Yet Satisfactory (NYS). A student can only achieve
competence when all assessment components listed under procedures and specifications of the assessment section are
Satisfactory. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYS is
eligible for re-assessment. Should the student fail to submit the assessment, a result outcome of Did Not Submit (DNS) will be
recorded.
Student should be provided with an appropriate time frame in which to resubmit their work, according to the RTO’s re-assessment
policy and procedure.
Plagiarism, cheating and collusion.
Where a trainer/assessor believes there has been an incident of academic misconduct involving plagiarism, cheating, and/or
collusion, they should report this along with reasons for the allegation. Assessors should refer to their RTO’s policy and procedures
regarding training and assessment for further information.”
When all unit’s assessment tasks have been submitted and assessed (including resubmissions), print out a copy of this unit’s Final
Results Record, included as the last page of this document. Record the result for each task and the final result for the unit as C
(Competent) or NYC (Not Yet Competent). There is also space to give the student some written feedback for the overall unit.
Sign and date the middle section, and give the sheet to the student. After discussing their results with them, the student must fill out
and sign the final section of the Record, where they acknowledge the result that you have given them.
When the student has filled out the final section of the Final Results Record, make a copy for them and retain the original with the
student’s records.

Resources required for this Assessment

• All documents must be created using Microsoft Office suites i.e., MS Word, Excel, PowerPoint

• Upon completion, submit the assessment printed copy to your trainer along with assessment coversheet.

• Refer the notes on eLearning to answer the tasks

• Any additional material will be provided by Trainer

Instructions for Students

Please read the following instructions carefully

• This assessment is to be completed according to the instructions given by your assessor.

• Students are allowed to take this assessment home.

• Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided
with feedback on your work within 2 weeks of the assessment due date.

• Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will
be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.

• If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.
• Please refer to the College re-assessment and re-enrolment policy for more information.
• Please provide required references of the sources, if you use any information from any sources (such as: learner book, power
point and online resources) to answer the assessment questions and make the required changes to justify that it is your own
work.

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Re-submission opportunities

Please read the following instructions carefully

• Students will be provided feedback on their performance by their 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 your assessor will explain why and provide you written feedback along
with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt/ s will be
arranged at a later time and date.

• Students have the right to appeal the outcome of assessment decisions if they feel they have been dealt with unfairly or have
other appropriate grounds for an appeal.
• Students are encouraged to consult with their assessor prior to attempting this task if they do not understand any part of this
task or if they have any learning issues or needs that may hinder them when attempting any part of the assessment.

• Please see Student Assessment, Reassessment and Repeating Unit of Competency Guidelines v1.1 for more detail.

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 Assessment Task A: Written Questions

1. When developing work plan in accordance with the operational plan, you must first determine the
requirements of the plan through consultation with stakeholders.
a. List more than three internal stakeholders.
b. List more than three external stakeholders.

2. Using the right consultation method for the right group of people is not only important for obtaining
the information that you need but also for obtaining buy-in and support from stakeholders that will
ensure the successful development and implementation of your plan.

Use the power/ interest grid for stakeholder prioritisation to assist in determining the appropriate
method of consultation.

Determine the suited consultation methods for each group.

Priority Level The suited consultation methods

Manage closely

Keep satisfied

Keep informed

Monitor

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3. Compliance is one of the largest of risks when dealing with employees. What are the
potential risks when an organization is not meeting its legislative obligations? Match
legislation and potential risks below.

Legislation Potential Risk

Anti- discrimination O Leaving confidential information of an employee in the

hands of another employee that publicises it.

Work health and safety O

Directing employees to perform tasks that contravene
laws.
Privacy, confidentiality and defamation O

Allocating work that is in an unsafe environment.

Industrial relations policies O

Setting up employment contracts that contravene

Negligence O legislation.

Allocating work to a particular gender only

3. When developing performance management systems, you may seek advise from human
resources specialists. Who can we seek advice from and how can they assist?

4. Performance management requires a continuous process of plan, manage and review. The
work that you and your team do contributes to the achievement of the organization’s goals.
Therefore, it is important that you as a manager understands, sets, plans and monitors the
work of his/her team. Describe in your own words what are the objectives in each stage and
what should be done in each stage.

• Planning stage:
• Managing stage:
• Review stage:

5. How you allocate the Allocate work in a way that is efficient, cost effective and outcome
focussed according to the work plan

6. What are the relevant key performance indicators for the work plan

7. There can be risks associated with staff performance management and the creation of new
goals and objectives. Organizations often prepare detailed risk management plans to identify
possible risks that could damage the organization and the steps it would take to avoid such
events happening. Describe the process/ stages of management risk.

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 8. You are working in the office and asked to conduct risk analysis in relation to Human
Resource Management and you identified the following three risks.
• Poor organisational culture; low level of staff engagement and moral
• Lack of support by senior staff for some tasks that staff has lack of
understanding and do not know how to complete
• Non-compliance on anti-discrimination

Complete risk analysis using the matrix below.

Risk description Consequence Likelihood Risk

Priority

Poor organisational culture; low Cause a delay to the Less than 25% chance Low risk

level of staff engagement and work deadline and low of occurrence. -

moral productivity - moderate Unlikely

9. A code of conduct is a formal written policy that describes a set of rules about how an
organisation’s employees are expected to deal with each other and with its customers.
These serve as a public statement of the values of the organization, and are a visible
guideline for employee behaviour. They act as a reference for staff in their day-to-day
decision-making.
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 Quite often the rules of behaviour found within codes of conduct are linked to the
standards of professional conduct or code of ethics of a particular industry. Undertake
some Internet research into the codes of conduct that apply to the people working with
children.

Explain how you would use the information from that Code of Conduct and implement in
a performance management plan if you hire new employees in your organisation.

10. Employee performance management is a process that establishes a shared workplace

understanding of organisational, team and individual goals. It is about aligning the
employee’s agreed measures, skills, competency requirements, development plans and
the delivery of results. The emphasis is on monitoring and control in order to achieve
the overall business strategy and create a high performing workplace.

Review the performance management system at your workplace. List the pros and
cons of the system in the table below.

Pro:

Cons:

11. Training employees to improve their competence to complete their essential job
requirements is clearly a cornerstone component of a performance management
system.

a) Describe the process of training needs analysis

b) The objective of a training needs analysis is to develop a training plan for the
organisation and contribute to a learning and development plan for the individual.
List a few training development options and how they can be effectively used.

12. Following terms in column A are used often in managing people performance.
Which of the definitions does match with the term below?

Column A: Terms used in managing people performance

Performance management Performance appraisal

Balanced scorecard Key performance Indicators (KPIs)

Performance excellence 360⁰ appraisal

Operational plan Lagging indicators

Performance management system (PMS) Self-appraisal

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 Definition Term

A. A model that measures an organisation’s performance Balanced Scorecard

based on four different perspectives

B. An action plan that terms strategy to concrete activities

C. Performance measures that focus on achieving results
that are seen as critical to the success of the organisation
D. Performance goals, creating performance standards,
monitoring performance, rewarding excellence in
performance and working towards continual
improvements
E. A management system to boost employee performance
and the productivity of the organisation.
F. Management technique that draws feedback from a
variety of separate perspectives.
G. A quality goal to integrate all business activities to create
improved results for customers and stakeholders.

H. Employees provide feedback on their own performance

I. A formal review of employee performance. Also known as
a performance review.

J. Measures (outcomes) that indicate past performance.

13. How will you provide formal & informal feedback to staff?

14. What actions will you take against poorly performing staff?

15. What on the job coaching could you provide to improve performance?

16. How would you document each individual’s performance?

17. What would be included in structured feedback sessions?

18. Write a performance improvement plan for the staff with poor performance on sales.
Base your plan on the example given below:

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 Area of Improvement Plan Performance Monitor and Review

improvement Indicator Goal

Cleaning floor Training on use of 80% of floor Supervisor will observe

mop perfectly clean staff member cleaning
floor one week after
training commences

19. In what situations might you seek assistance from Human Resource specialists?

20. How would you monitor the effectiveness of the coaching being given?

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 Assessment Task B: Case Study

For this task you must demonstrate knowledge and understanding of the process required to terminate
a difficult employee. After reading the provided case study that relates to the discipline and termination
of an employee, you are required to develop a clear argument to support the decision of Fair Work
Australia, conduct a risk analysis and consider relevant policies and procedures, legislation and
performance management issues to support your argument. You are required to produce a written report
for your manager as to why your organisation lost the case.

Procedure
1. Read and analyse the Case Study – Sam’s Termination (see Appendix attached).
2. Prepare a report that outlines and discusses:
a. the reasons the organisation lost its unfair dismissal case with Fair Work Australia
b. what the organisation should have been doing for it to have successfully defended
its position against Sam’s claim of unfair dismissal.
c. what would have been the correct way to terminate Sam in accordance with legal
and organisational requirements
d. List any legislation that applies to the situation presented in the case study.
e. Develop policies and procedures that an organisation would need to implement to
avoid a similar situation occurring and to ensure that disciplinary hearings and
terminations are considered to be fair and reasonable. This should be based on
relevant legislation.
f. Outline what documents would need to be developed for the organisation to
evidence that it has implemented a process to support non-performing employees.
g. Using the case study as an example, describe how all steps of the performance
review process and disciplinary hearing process (given to you by Rob) should have
been performed as per legal requirements and the organisational policies you have
developed, including:
• what should have been done at each stage
• when and where assistance from HR specialists would have been
appropriate
• what support services could have been deployed in Sam’s case
• what documentation would have been appropriate at each stage.

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You must provide a written report that outlines and discusses:
• The reasons the organisation lost its unfair dismissal case with Fair Work
Australia.
• What the organisation should have been doing for it to have successfully
defended its position against Sam’s claim of unfair dismissal?
• What would have been the correct way to terminate Sam in accordance with
legal and organisational requirements?

Your assessor will be looking for:

1. A risk analysis of the case and strategies to mitigate future risks should similar
situations arise
2. Description of the conditions under which misconduct and serious misconduct may be
deemed to exist in the case study
3. A list of any legislation that applies to the situation presented in the case study
4. Development of policies and procedures that an organisation would need to implement
to avoid a similar situation occurring and to ensure that disciplinary hearings and
terminations are considered to be fair and reasonable, based on relevant legislation
5. An outline of which documents would need to be developed for the organisation to
evidence that it has implemented a process to support non-performing employees
6. Description of how all steps of the performance review process and disciplinary hearing
process should have been performed as per legal requirements and the organisational
policies you have developed, including:
▪ what should have been done at each stage
▪ when and where assistance from HR specialists would have been
appropriate
▪ what support services could have been deployed in Sam’s case
▪ what documentation would have been appropriate at each stage.

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Appendix - Case study – Sam’s termination

You have recently become a Team Manager at a small security company. Sam is a programmer
in your team. She has recently missed a couple of deadlines on a project. Sam has been pretty
upset about this. She is a diligent worker; however, the organisation has started working on a
new programming language and Sam is not familiar with it.

You are aware of your predecessor’s methods for dealing with her. She would come out and yell
at Sam and then go back to her office. Sam’s employee file that shows that there have been no
verbal or written warnings recorded against her.

As Sam’s new manager you have been managing her more effectively. You have been spending
time to try and understand her issues and have reallocated resources in order to give Sam some
extra time until she is confident and competent in using the new programming language. You
have not specified any timelines for a performance review to discuss progress in meeting the
required standard of performance or taken notes. You have offered extra training to her.

However, in a meeting about her inability to meet her latest deadline, Sam physically struck you
and walked out of the office. She has not returned.

Sam contacted her doctor after the meeting and was given a medical certificate claiming stress
as the reason for her absence and given seven days’ leave. This was sent to, and received by,
the organisation on the day following your meeting with Sam. Sam called and verified with the
Human Resources department that the certificate had been filed within the organisation’s
systems.

Three days after your meeting with Sam you advised your supervisor that she had struck you and
has since reported in ill; this advice being received from the Human Resources department. A
meeting between you, your supervisor and the Human Resources department is convened, and
a decision is made to dismiss Sam on the basis of serious misconduct. A letter was sent by
registered mail to Sam’s personal mail address.

Two days later Sam filed an unfair dismissal claim with Fair Work Australia (FWA). The
organisation received a letter from FWA to attend a hearing.

Sam wins the hearing as no evidence was provided by the company to support its case of
dismissal on the grounds of misconduct or serious misconduct.

The hearing went in Sam’s favour for the following reasons:

• The employer failed to follow a formal disciplinary process.

• There was no impartial investigation carried out.

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 • There were no records of any notes provided by the employer to back the claims that
there had been meetings and reviews. The only written evidence produced was the
termination letter.
• The original version of the medical certificate was not produced in the hearing by the
company.
• Sam produced a verified copy of her medical certificate in the hearing along with email
evidence from the Human Resources department confirming that the medical certificate
had been received by the organisation and entered into its files.
• No documented evidence of any meetings or coaching sessions had been kept by the
employer.
• No performance management review or development plans were presented by the
employer.
• There were no copies of signed agreements reviewing Sam’s progress (performance
reviews and development plans) submitted by the employer.
• No written documents outlining that timelines were given for monitoring or reviewing
Sam’s progress were submitted by the employer.
• No formal disciplinary hearings had taken place prior to Sam’s dismissal.
• Sam was not formally stood down while an investigation was carried out.
• There was no physical evidence to support the serious misconduct claim that the
manager has been struck as no witnesses were called to verify whether an assault had
taken place.
• No senior managers or human resource department specialists were present in any
meeting where Sam was being warned of poor performance.
• There was no evidence to support the claim of misconduct by Sam. The manager had
not documented any written warnings in Sam’s file. The only agreements that had been
reached between Sam and the manager were verbal.

Sam was awarded costs of approximately $5,000 for lost salary and wages and a further $5,000
for emotional distress.

After the decision was handed down, Rob, the Senior Human Resources Manager, approaches
you to discuss the reasons behind the decision going in favour of Sam. Rob wants a written report
on his desk by the end of the week giving the background and reasons why the decision went in
Sam’s favor against the organisation.

As part of your brief from Rob, he would like to see a completed risk assessment identifying areas
that the organisation needs to address and implement in order to prevent this type of situation
occurring again. The report will guide the organisation in its decision-making over whether to
pursue an appeal on Fair Work Australia’s ruling.

Based on the findings of your report, Rob decides not to proceed with an appeal but to develop
and implement a new Performance Management System.

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Rob recommends that the organisation follow the two processes outlined below to handle:

1. Performance reviews for all staff:

2. Disciplinary hearings:

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 Assessment Task A & Task B Checklist

Student’s name:

Completed
Did the student provide a sufficient and clear
successfully Comments
answer that addresses the suggested answer for:
Yes No

Assessment Task A

Knowledge necessary to develop work plans in

accordance with operational plans

Understanding of internal and external

stakeholders and their roles, as well as right
consultation method when developing work plans
& allocating work.

Understanding of relevant legal requirements

when dealing with employees.

Understanding of process of performance

management system

Assessment Task B

The ability to conduct risk analysis

Understanding of how to design and review

performance management system in order to
ensure it is consistent with organisational
objectives and policies

The ability to use the information from Code of

Conduct in a performance management plan

The ability to seek assistance from human

resources specialists

The ability to outline relevant awards and

certified agreements

Understanding of unlawful dismissal rules and its

process

Understanding of staff development options and

information

The seeking of assistance from HR specialists

where appropriate?

Knowledge of relevant awards, agreements?

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The ability to analyse and mitigate risk?

Assessment of performance in line with

organisational policies and the implementation of
coaching or disciplinary strategies as required?

Assessment of performance in line with

organisational policies and the implementation of
coaching or disciplinary strategies as required?

The ability to plan an objective approach to a

performance management system?

Task Outcome: Satisfactory  Not Satisfactory 

Assessor name:

Assessor signature:

Date:

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