Assessment I Operational Management

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Details of Assessment
Term and Year 4, 2019 Time allowed Week 7
Assessment No 1 Assessment Weighting 100%
Assessment Type Knowledge Evidence & Simulated Work Operational Plan
Due Date Week No. 7 Room 611
Details of Subject
Qualification BSB51918 Diploma of Leadership and Management
Subject Name Operational Management
Details of Unit(s) of competency
Unit Code (s) and
BSBMGT517 Manage Operational Plan
Names
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted is my

own and has not been copied or plagiarised from any person Student’s
or source. I acknowledge that I understand the requirements Signature: ____________________
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and Date: _____/_____/_________
reassessment procedure were explained to me.
Details of Assessor
Assessor’s Name NADIA CHOWDHURY (DAY) / TANIM KHAN (EVE)
Assessment Outcome
Assessment
Competent Not Yet Competent Marks /100
Result
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:
Assessor Declaration: I declare that I have conducted

a fair, valid, reliable and flexible assessment with this
student. Assessor’s
Signature: ___________________
Student attended the feedback session.
Student did not attend the feedback session. Date: _____/_____/________
Operational Management, Assessment 1 v2 Last updated on 10/09/2019 Page 1

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Purpose of the Assessment

The purpose of this assessment is to assess the student in the following Competent Not Yet
learning outcomes: (C) Competent
(NYC)
Performance Criteria
1.1 Research, analyse and document resource requirements and develop an

operational plan in consultation with relevant personnel, colleagues and
specialist resource managers
1.2 Develop and/or implement consultation processes as an integral part of the
operational planning process
1.3 Ensure the operational plan includes key performance indicators to
measure organisational performance
1.4 Develop and implement contingency plans for the operational plan
1.5 Ensure the development and presentation of proposals for resource
requirements is supported by a variety of information sources and seek
specialist advice as required
1.6 Obtain approval for the plan from relevant parties and explain the plan to
relevant work teams
2.1 Develop and implement strategies to ensure that employees are recruited
within the organisation’s HR management policies, practices and procedures
2.2 Develop and implement strategies to ensure that physical resources and
services are acquired in accordance with the org policies, practices &
procedures
2.3 Recognise and incorporate requirements for intellectual property rights and
responsibilities in recruitment and acquisition of resources and services
3.1 Develop, monitor and review performance systems and processes to
assess progress in achieving profit and productivity plans and targets
3.2 Analyse and interpret budget and actual financial information to monitor
and review profit and productivity performance
3.3 Identify areas of under-performance, recommend solutions and take
prompt action to rectify the situation
3.4 Plan and implement systems to ensure that mentoring and coaching are
provided to support individuals and teams to effectively and safely use
resources
3.5 Negotiate recommendations for variations to operational plans and gain
approval from designated persons/groups
3.6 Develop and implement systems to ensure that procedures and records
associated with documenting performance are managed in accordance with
organisational requirements
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet and Weekly eLearning notes

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Instructions for Students

Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 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 two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 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 aspects of this assessment, please ask for clarification from your
assessor.
 Please refer to the College re-assessment for more information (Student Handbook).

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ASSESSMENT BRIEF & INSTRUCTIONS
This assessment comprises both the Knowledge Evidence in PART A and the evidence on
management of Operational Plan Project in PART B. You are required to respond to both PART A
(the knowledge evidence questions) and as well as complete the PART B (Operational Plan Project)
to be deemed competent.
PART A: KNOWLEDGE EVIDENCE – 20%

This assessment comprises the knowledge evidence of the unit BSBMGT517. You are required to
respond to the 5 (five) knowledge evidence questions that you must respond in order to be evaluated
for the underpinning knowledge requirements attached to the unit.
You will be assessed on the knowledge to describe models and methods for operational plans,
explain the role of an operational plan in achieving the organisation’s objectives, explain budgeting
processes, list alternative approaches to developing key performance indicators to meet business
objectives, outline the legislative and regulatory context relevant to the operational plan of the
organisation, and outline the organisation’s policies, practices and procedures that directly relate to
the operational plan.
PART B: OPERATIONAL PLAN PROJECT – 80%

Using the Operational Plan Project template provided in this assessment, you are required to
manage the operational plan for an enterprise of your choice (within Australia) or use the
simulated organisational context of Woolworths Supermarket.
You will be working progressively in developing and implementing an operational plan, communicate
effectively with relevant stakeholders to explain the plan and eventually develop and implement
strategies to achieve the operational plan within the organisation’s policies, practices and procedure.
Whether you choose your own workplace or the simulated work environment, to demonstrate
competency you will need to complete several tasks following the exact structure as mentioned using
the implementation project template.

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PART A: KNOWLEDGE EVIDENCE – 20%

This assessment comprises the knowledge evidence of the unit BSBMGT517. You are required to
respond to the 5 (five) knowledge evidence questions that you must respond in order to be evaluated
for the underpinning knowledge requirements attached to the unit. Use the provided spaces below
each question to respond to the question. You can also find the related resources and learning
materials in the subject e-learning page.
Question 1. There are various models and methods used for organisational operational
plans. Describe three models and methods operational plans and explain how they are used.
(3 marks)
1:
2:
3:
Question 2. List and explain four key elements of an operational plan. (4 marks)
Element of an operational Description of the element

plan

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Question 3. List and briefly explain three alternative approaches to developing Key
Performance Indicators. (3 marks)
Alternative Approach Brief
Question 4. Explain (within 300 words) the role of an operational plan in meeting
organisational objectives. (5 marks)
EXPLANATION ON THE ROLE

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Question 5. Explain the steps in budgeting process within an organisation. You may wish to
list and briefly explain using bullet points. Limit your total responses within 300 words.
Useful link: https://www.cleverism.com/budgeting-process-complete-guide/ (5 marks)
BUDGETING PROCESS EXPLANATION
KNOWLEDGE EVIDENCE MARKING ALLOCATIONS

(Trainer/Assessor use for assessing & marking purposes)
The learner will be assessed on the following knowledge Marks Marks

evidence and performance evidence allocated received
Q1. There are various models and methods used for organisational 3
operational plans. Describe three models and methods operational
plans and explain how they are used.
Q2. List and explain four key elements of an operational plan. 4
Q3. List and briefly explain three alternative approaches to 3

developing Key Performance Indicators.
Q4. Explain (within 300 words) the role of an operational plan in 5

meeting organisational objectives.

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Q5. Explain the steps in budgeting process within an organisation. 5
TOTAL MARKS 20

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PART B: OPERATIONAL PLAN PROJECT – 80%
SIMULATED WORK ORGANISATION (if not using an organisation of your choice)

Note: The organisational details used in this assessment have been mostly sourced (and to some extent paraphrased) from
the organisation’s website and other relevant external sources. Several of the organisational information within this assessment
context is imaginary or modified for the purpose creating simulated workplace scenarios for the unit BSBMGT517. Sourced
information used here are solely for educational purposes.
WOOLWORTHS SUPERMARKET (Simulated Workplace)
History and Origins (sourced)

Woolworths Supermarkets (is known as "Woolies") is an Australian supermarket/grocery store chain
owned by Woolworths Group. Founded in 1924, Woolworths along with Coles forms a near-duopoly of
Australian supermarkets accounting for about 80% of the Australian market. Woolworths mostly
specialises in selling groceries (vegetables, fruit, meat, packaged foods, etc.), but also sells
magazines, DVDs, health & beauty products, household products, pet and baby supplies and
stationery items. Woolworths currently operates about 1000 stores across Australia: 976
Supermarkets and an additional 19 "Metro" convenience stores carrying the same logo. Woolworths
also operates Woolworths Online (at Woolworths.com.au), originally known as "HomeShop", as a
"click and collect" and home shopping delivery service. For more information on the organisation and
the operations, please visit the organisation’s website at https://www.woolworths.com.au/.
Woolworths Group, formerly called Woolworths Limited, was founded in September 1924, originally
under the name "Woolworths Bazaar Ltd.", a play on the internationally renowned F. W. Woolworth
name. After discovering the name had not been registered in Australia, and Woolworths had no plans
for overseas expansion, the company became "Woolworths Limited" on 22 September 1924.
Following the company's first "Bargain Basement" opening in the Imperial Arcade, on Sydney's Pitt
Street, there was little interest in shareholders to accelerate the brand's growth. However, as trading
continued and shareholders brought more capital, the dividends paid by the company increased from
5% to 50% after its third year of operation.
Consumer interest in the company grew after December 1924, as more branches of the store were
established across Australia. Woolworths stores began selling a variety of goods, claiming the
cheapest prices as well as money back guarantees. At the forefront of innovation in Australia,
Woolworths stores became the first variety store in the world to install receipt printing cash register
machines in 1926. Nearly twenty years after the company's establishment, Woolworths had a store in
every state in Australia, following the opening of their Hobart store in 1940. With the company and its
stores doing successfully, Woolworths began to experiment with expanding their grocery range; more
stores began stocking fresh fruits and vegetables and a larger range of food. As the organisation
began to gradually transition to becoming exclusively a grocery store, this saw the creation of the first
"Big W" store in 1955, the brand's department store counterpart.

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Organisational Mission, Vision and Strategies (sourced)

The organisational mission is to have Customers put themselves 1st across all their brands. To
achieve this they have six priorities:
1) Customer 1st Team 1st Culture
2) Connected, Personalised and Convenient Shopping Experiences
3) Differentiate our Food Customer Propositions
4) Accelerate Innovation in our Drinks Business
5) Unlock Value in our Portfolio
6) E2E Processes - 'Better for Customers' and 'Simpler for Stores'
Figure sourced from organisational website
It all starts with building a great retail team that listens to customers, team members and suppliers.
Through their Voice of the Customer programme across their brands, the store teams and Support
Office receive daily feedback from the customers. Which means the programme team can focus every
day on continuing to improve offer and shopping experience for their customers.
Slogan & Branding (sourced)

In 1987, Woolworths launched their "The Fresh Food People" campaign, the fundamental campaign
that existed until 2012, when they slightly modified their long-running slogan with "Australia's Fresh
Food People" to promote the fact that 96% of fresh produce sold in Woolworths supermarkets is
grown in Australia. In 2014 they brought the original "The Fresh Food People" slogan along with a
new commercial line-up.

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Woolworth Rewards and credit card (sourced)

In September 2007, a trial began in central west New South Wales of Everyday Rewards, a
Woolworths shopping card that automatically tracks supermarket purchases and stores fuel discount
entitlements, thus eliminating the need for shoppers to retain paper coupons previously used for this
purpose. In addition it allows Woolworths to record purchases made by customers to offer them
relevant promotions and for studies in demographics and marketing, hence incentives for customers
who register their details. This followed Woolworths' announcement that it was planning to launch a
general purpose credit card in 2008. Woolworths is expected to offer these credit cardholders reward
vouchers redeemable throughout its store network. Woolworths subsequently announced that the
Woolworths Everyday Money MasterCard would be launched on 26 August 2008 and allows
customers to earn shopping cards redeemable at Woolworths group retailers. Woolworths stated in
June 2008 that "well over a million" shoppers had taken a card and registered their details. In August
2008, Woolworths stated that there were 3.8 million cards on issue, with 2.4 million cards registered.
Own or Private label brands (sourced)

Woolworths has a range of generic or private label brands as follows:
Essentials: A budget label covering everyday household products and groceries. Products within this
range typically feature a red and white Woolworths logo on the top left corner on the front side of the
packaging.
Woolworths Food Range: Woolworths' most populous own brand range, it features food lines in all
categories across the store. Products in this range feature a green and white logo. Customer can
become part of a food sampling group called "Bunch" in order to test foods within this range and
provide feedback to make improvements.
Gold: This own brand features premium products which are usually only available around Christmas
time, and include products such as Christmas puddings, fruit mince pies and cakes.
Macro Wholefoods Market: Macro features a range of foods that are free from artificial sweeteners,
colours, flavours, added MSG and hydrogenated oils. Many products in this range are promoted as
organic foods.
Delicious Nutritious: This range is collaboration between Woolworths and Australian personal trainer
Michelle Bridges. The range is exclusively chilled and frozen meals, all of which include 2-3 serves of
vegetables, grains and protein, and are all less than 450 calories per serve.
The Odd Bunch: This is a fresh produce brand which features fruit and vegetables, such as carrots,
lemons and apples that are oddly shaped or are otherwise imperfect. These products are sold at a
cheaper price as a compromise to this.
Other Woolworths Limited supermarkets (sourced)

Woolworths used to trade as Safeway in all Victorian locations. From 2008, Safeway branded stores
have been progressively branded as Woolworths. The entire re-branding process had been calculated
to take approximately five years, ending in early 2013; however some stores still traded under

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Safeway branding after the expected completion period. In June 2017, the last Safeway store in
Wodonga closed down and was converted to a Woolworths, ending the existence of the Safeway
brand in Australia after 54 years. Caltex Safeway also operated in Victoria service stations until they
converted to Caltex Woolworths from 2010. In Tasmania, Woolworths traded as Roelf Vos and Purity
prior to being rebranded as Woolworths in 2000. In New Zealand, Woolworths trades as Countdown.
It also operated supermarket brands Foodtown and Woolworths until November 2011, which were
rebranded as Countdown. Food For Less is a discount supermarket chain located in Queensland and
New South Wales. Flemings is a group of four supermarkets located in Sydney and the Central Coast.
There are few of the stores left. Woolworths launched Thomas Dux Grocer in two New South Wales
locations in 2008. Thomas Dux Grocer stores have a larger fresh food offering than traditional
Woolworths stores, along with a larger delicatessen section.
Commitment to Sustainability (sourced)

The organisation mentioned that it recognises the environmental impact it has across the value chain
and will work with suppliers, service providers and operations to innovate for a healthy planet. It stated
that it will move to a circular economy, source environmentally sustainable commodities and respond
to climate change. In 2018, Woolworths made a historical decision to ban single-use plastic bags
during checkout, along with Coles. It's been reported by the organisation that in the first 3 months
following the ban, Australian's plastic bag use dropped by 80%, leading to 1.5 billion fewer bags going
to landfill. The organisation is also committed to the following other sustainability areas:
 Animal welfare
 Sustainable seafood
 Sustainable forestry products
 Responding to climate change
 Commitment to customers and community
To read more on their sustainable programs, see the links provided.
Privacy Policy (sourced)

Woolworths value the trust of customers and take the protection of their personal information
seriously. As a result the company encourage customers to read and make sure they understand the
updated Privacy policy. If there are any questions regarding its contents, customers should contact
the Privacy team, whose contact details are contained in the updated policy. To read more on their
privacy policy, see the links provided.
Organisational & Workplace Diversity Strategies

The organisation formally stated that they value diversity across. Customers should see in
Woolworths' people a reflection of themselves and their communities. In this strategy they embrace
targets that support diversity and, hand in hand with this aim, tolerance and respect. Currently the
organisation has set 8 important targets and objectives to reach their diversity strategy. These goals
are to be aligned with organisational operational goals set by every branch/supermarket managers.

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Numbe Targets and Objectives

r
1 At least 40 per cent of executive and senior manager positions to be held by women.
2 No salary wage gap between male and female employees of equivalent positions on a
per hour rate at all levels of the company, with a step change improvement in closing
any gaps by 2 years time.
3 100 per cent of those responsible for hiring new team members to have completed
unconscious bias training.
4 Continue the focus on driving cultural diversity, with a commitment that by 2020 the
Woolworths Group team will truly reflect the communities we serve.
5 Proportion of Indigenous team members to equal Federal Government Employment

Parity contract. Once achieved, 2 per cent of our Store Operations team members will
be Indigenous.
6 Proportion of Indigenous graduates to equal Federal Government Employment Parity

contract. Once achieved, 2 per cent of our Graduates will be Indigenous.
7 Achieve Gold Tier employer status in Australian Workplace Equality Index (AWEI) for
Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) inclusion.
8 We are committed to maintaining a workplace that safeguards the health and wellbeing
of our people, customers and visitors.
Relevant Organisational Policies for Simulated Workplace Tasks (relevant for simulated context)
Policy Name Document
Diversity Policy
WW_Diversity_Policy
.pdf
Employee Relationships and Code of

Conduct
WW_EmployeeRelati
ons_CodeofConduct.pdf
Corporate Responsibility Strategy
WW_CR_Report.pdf
Privacy Policy
WW_Privacy_Policy.
docx
Work Health and Safety Policy
WW_WHS_Policy.pdf

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Woolworths Wage sheet 2019
Woolworths_Wagesh
eet_2019.pdf
Woolworths Supermarkets Agreement
Woolworths
Supermarkets Agreement.pdf
Woolworths Resources Supplier Guide
Woolworths
Resources Supplier Guide.pdf
Store Operational Goals (relevant for simulated context)

The store (for this context) is recently growing with new suburbs and more housing developments. As
a result of new population and community, the store is growing rapidly in terms of sales and revenue.
However, this means that an appropriate operational plan is required to sustain this growth. Currently
the existing manager of the store will be leaving in a month; the organisation will be hiring a new
operations manager who will look after the whole store as a branch manager.
Additional research links on the case organisation

You are also encouraged to conduct further Internet research on the case organisation for specific
tasks that may require review and analysis of existing organisational information. For example,
organisational mission, vision and objectives can be identified from the organisational website and
from the annual reports. The following are some links to the simulated organisational information.
± Organisational website – https://www.woolworths.com.au/
± Performance, Investment and Annual Reports -
https://www.woolworthsgroup.com.au/page/investors/our-performance/reports/Reports/
± Diversity News- http://crs.woolworthsgroup.com.au/news/
± News on workplace diversity and relationships -
https://www.woolworthsgroup.com.au/page/media/Latest_News/woolworths-steps-up-super-
contributions-for-team-members-on-parental-leave/
± Sustainability Report - https://www.woolworthsgroup.com.au/icms_docs/195398_2018-
sustainability-report.pdf
± Corporate Governance Statement -
https://www.woolworthsgroup.com.au/content/Document/2018%20Corporate%20Governance
%20Statement.pdf
± Woolworths People Portal for sharing ideas and information -
https://wowpeople.woolworths.com.au/content/Login/Terms_and_Conditions.html

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CONTEXT & SCENARIO

You have recently joined the simulated work organisation (or the organisation of your choice) as the
Operational Manager at one of the stores in an Australian State. Your job role is to develop
operational plans, manage operations of the store and monitor the operational performance of the
store. Your trainer will act as your supervisor for this simulated assessment. You will be progressively
completing tasks one after another within the simulated environment (or your preferred workplace) to
complete the assessment tasks.
Currently your store has approximately 55 staff members working in each shift but your group
operations general manager has mentioned you that the store sales are growing and approximately
20 more staff may be required. There are two shifts that run (Day and Evening) in your store. The
various departments and approximate staff allocations (allocations change due to demand and peak
periods) in the store are:
Department No of Staff in each No of supervisor or
shift team leader
Checkout team 5 1
Bakery team 4 1
Produce team 4 1
Health, Beauty and Baby team 3 1
General Merchandise team 4 1
Online support team 2 1
Customer Service / Administration team 3 2 (including you)
Deli team 3 1
Seafood, Meat, Poultry 4 1
Logistics team 4 1
Night fill / Day fill / Stocktaking team 4 1
Further details on the staff pay rates and the employment agreement of various roles are available at
https://www.sdansw.org.au/system/files/Woolworths%20Supermarkets%20Agreement%202018%20-
%20Print%20Version.pdf.
The Group Operations General Manager has provided you with a plan that will execute to manage the
smooth operations of the store. As each store has individual KPIs and KRAs, your job after your one
month of training and induction will be to manage the overall store.
For the smooth operations of the store and managing all the team members in your store you will:
 develop and implement an operational plan using a variety of information sources and
consultation
 communicate effectively with relevant stakeholders to explain the plan and supporting
information, seek approvals, negotiate variations and engage work teams

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 develop and implement strategies to achieve the operational plan within the organisation’s
policies, practices and procedures
Stakeholders in this context (for the case organisation Academies Australasia)

 Operational Manager – You
 General Manager, Group Operations – Your trainer
 Stakeholders (team members, shift supervisors/team leaders, internal and external
stakeholders, visitors, management) – Your fellow classmates
What is required?
Using the Operational Plan Project template provided in this assessment, you are required to
implement manage the operational plan for an enterprise of your choice (within Australia) or use
the simulated workplace context of Woolworths Supermarket. Whether you choose your own
workplace or the simulated work environment, to demonstrate competency you will need to complete
all tasks following the exact structure as mentioned using the implementation project template.

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PART B: STRUCTURE & MARKING ALLOCATIONS

(Trainer/Assessor use only for marking purposes)
STRUCTURE & CONTENT MARKS MARKS

ALLOCATED RECEIVED
TASK 1: DEVELOP OPERATIONAL PLAN
1.1 Resource Requirement Analysis And Consultation 6
1.2 Implement Consultation Process 4
1.3 Key Performance Indicators For Organisational Performance 10
1.4 Develop and implement contingency for the operational plan 6
1.5 Seeking specialist advice and getting approvals for resource 4

requirements development and proposal
1.6 Explain the operational plan to relevant work teams 4
TASK 2: PLAN AND MANAGE RESOURCE ACQUISITION
2.1 Develop and implement recruitment strategies that align with 6

organisational HR policies and procedures
2.2 Develop and implement strategies to acquire physical 8

resources and services in that aligns with organisational policies
2.3 Recognise and incorporate requirements for intellectual 4

property rights in recruitment and acquisition of resources
TASK 3: MONITOR & REVIEW OPERATIONAL PERFORMANCE
3.1 Develop, monitor and review performance systems and 4

processes to assess progress
3.2 Analyse and interpret budget and actual financial information to 4

monitor and review profit and productivity performance
3.3 Identify areas of under-performance, recommend solutions and 12

take prompt action to rectify the situation; Ensure mentoring and
coaching are provided to support (Includes Role-Play)
3.4 Negotiate recommendations for variations to operational plans 4

and gain approval from designated persons/groups.
3.5 Develop and implement performance documenting and 4

recordkeeping systems
APPENDIX 1 (role-play script) Refer to TASK 3.3 N/A

APPENDIX 2 (other evidence and resources) N/A
TOTAL MARKS 80
“Operational Plan Project” template follows next. You are required to complete every section of the template.

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OPERATIONAL PLAN PROJECT

Organisation Name
Prepared by:
Position:
Date:

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TASK 1: DEVELOP OPERATIONAL PLAN
In TASK 1, based on the simulated workplace or your chosen workplace, you will develop an
operational plan through the use of research, analysis, documentation and consultation with relevant
stakeholders. You will also develop KPIs, contingency plans, resource requirement proposals, and
finally seek approval from relevant stakeholders.
You are required to:

1.1 Research, analyse and document resource requirements and develop an operational plan in
consultation with relevant personnel, colleagues and specialist resource managers;
1.2 Develop and/or implement consultation processes as an integral part of the operational
planning process
1.3 Ensure the operational plan includes key performance indicators to measure organisational
performance
1.4 Develop and implement contingency for the operational plan
1.5 Ensure the development and presentation of proposals for resource requirements is
supported by a variety of information sources and seek specialist advice as required; Obtain
approval for the plan from relevant parties
1.6 Explain the operational plan to relevant work teams
1.1: In this task, you will do research and analyse resource requirements with consultation
with various stakeholders based on the scenario below. You will also implement a periodic
consultation process for this operational plan.
Scenario: After your first month in the store, your Supervisor (Group Operations General Manager)
has advised you that the existing resource allocation is too old and you will need to research resource
requirements of the store as of now and develop an operational plan. Based on the simulated
organisation information provided (or your own chosen workplace information) and also using the
context and scenario, you will now conduct a resource requirement analysis in consultation with
relevant stakeholders of this operational plan. Two samples provided. Provide at least two from each
resource type.
RESOURCE REQUIREMENT ANALYSIS
Resource Name Resource Type Current Resource Future Resource

Allocation Requirement
Barcode scanner for Technology 10 15
labelling product price
Team members Human resource 55 75
Metal Detectors for Technology 5 10
security
Checkout counters Technology 5 10
Check out staff Human resource 10 20
First Aid Trained Human resource 15 50
Team members
Vehicles for Logistics & Materials 10 30
Perishable and non
perishable
Large Crates for food Logistics & Materials 2 10
containers
Chairs for the priority Physical and 3 10
Lane (SC, pregnant Furniture
and Person with

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Needs)
Baggage Counter Physical and 10 15
Furniture
Compliment slips Stationary 0 1000-
together with the
invoice
Brochures Stationary 200 500
Once completed with the resource requirement analysis, you will now further consult and
communicate with relevant stakeholders on the resource requirements.
Email template
Woolworth Supermarket
November 2, 2019
Subject: Resource Allocation for Year 2020
Dear Stakeholders,
As a statewide business, we have upheld Our Vision and Mission of making our customers the
center of our business. We aim to provide the best quality customer service; may it be because
of our Team members or the ambiance that we create in every store. In this regard, upon
checking the last year's and the current resources track record, we realize that we need to adjust
the resource requirements in order for us to meet the need s of our growing customers. This
requires additional staffing, new communication process, and more ways of having a fast and
quality service to customers. With a strong operations plan in place, we should have everything
we need to tackle our priorities successfully – and ultimately achieve the goals that will drive our
strategic vision and mission.
<Insert your name>
<Insert your position>
Meeting template
Meeting Minutes – Resource Requirement for Store

Attending team members, General Manager, Resource Manager
[Name 1]
[Name 2]
[Name 3]

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Announcements on resource allocation plan

The following are the plans that are made for resource allocation:
 Invoice with Compliment Slips- For a business that has surpass many years of service to our Customers.
We should not forget to go back to who made all things possible for the trust and loyalty they uphold
towards our Business. So a simple Thank you is the least yet sincere way of making it up to our Customers.
 Additional Checkout counters and Check out Staff Members - These things and people are the frontlines of
the business. They provide and serve our customers with excellence and quality. With added services, this
will make our Customers experience a more reliable and efficient service.
 Chairs for Priority Lane- Sensitivity to Customers’ implicit needs makes the experience remarkable.
Addressing their rights and providing their needs has been our top priority which makes us different from
others.
Feedback from stakeholders

 Invoice with Compliment Slip is a good way to build rapport and express gratitude to our Customers.
 Generate a generic Compliment Slip that fits to all our customers
 Additional Checkout Counters and Staff - It will be costly and would have to undergo verification with
Finance Team. However, if revenues would meet the need we will do gradual additions to address future
challenges in catering customer needs.
 Chairs for Priority Lane- A non-costly change that would surely be appreciated by our Customers.
 To gather reports of how often we are visited by these type of customers
 To speak with Finance Team about money allocations
Summary of the findings

The stakeholders have come up to a decision of meeting the needs of our customers. Future allocation requirements
are to be provided as per the numbers stipulated. These should be met within the required timeline and that any
circumstance in between should then be addressed immediately.
1.2: Develop and implement consultation processes for the operational planning process
Scenario: The next step is to implement an ongoing consultation process within your store and other
relevant stakeholders (including the General Manager). To do this you have decided to develop an
internal communication platform using the new INTRANET Collaboration System that you have
created for every employee. For this task you will need to open one account in one of the online
communication platforms Bitrix24 (or any other you may wish to choose) to send a notice/message to
“All team Members” (use another learner’s account where you send the message) mentioning that this
INTRANET communication platform will be used for all consultations of operational plan. Once
completed, please provide a screenshot of your notice/message in the space box below.
IMPLEMENT CONSULTATION PROCESS

Paste Screenshot of your first communication of this technology implementation.

T-1.8.1_v3
1.3: Develop Key Performance Indicators to measure organisational (specifically store)

performance
In this section and based on your workplace, you are now required to develop the key performance
indicators (KPI) for staff members of your store as well as for the overall store. There are two tables
below: one for the overall store and the other for staff members.
KEY PERFORMANCE INDICATORS FOR ORGANISATIONAL PERFORMANCE
Team Performance (include all 11 roles of the store, refer to organisation context)
Position/ Role Details of Key Acceptable standard Targeted date/
Performance Indicators timeframes
Checkout team Service speed To serve an average of 15 By next quarterÑ
customers per hour
Bakery Team Minimise reject of goods To produce an amount within By next quarter
acceptable time
Produce Team Cautious of the produce to be To supply fresh produce every By this month
pulled out day and pull out old ones
Health, Beauty and Attentive to a better hygiene To clean the area every day and By this month
Baby Team sample products are to be

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changed and cleaned regularly

General Increase conversion To boost the number of buyers By next quarter
Merchandise Team
Online Support Attentive to the queries of the To answer relevant calls and By this month
Team customers chats effectively
Customer Service/ Increase customer satisfaction and To attend to the needs of By this month
Administration desirable management customers and staffs efficiently
Team
Deli Team Acquire good supplies and stocks To provide best quality products By this year
of deli
Seafood, Meat, Optimum sanitation To maintain a clean and disease- By this month
Poultry free area
Logistics Team Keen monitoring of the arrival of To have an on time arrival of By this month
stocks stocks
Night fill / Day fill / Regular stock replacement To replace supplies regularly By this month
Stocktaking team
Store Performance (Develop KPI or Key Result Areas for measuring the store performance)
Store Performance Objectives KPI/ KRA (Targets to Time Frame
Performance achieve)
Area
Financial Satisfy customers by providing the Increase sales After 1 year

Performance demands and needs
Customer Service Attend to the needs and queries of Increase customer satisfaction After the quarter
Performance the customers in a calm and patient and retention
(behaviour, manner
courtesy)
Internal Efficiency Provide a faster and more checkout Boost checkout ratio After 6 months
and Effectiveness efficiently
(Speed and time)
Systems, Methods Monitor the schedules of deliveries  On time arrival of supply and After 1 month
& Process and arrivals as well as the regular placement of stocks
Performance placement of stocks and products
Waste minimisation Implementation of the use of  Promote an eco-friendly after 1 month
& sustainability Ecofriendly bags or reusable bags environment
performance
Innovation and Create career planning and Build an innovative team with After 6 months
Continuous development activities high-performance workforce
Development
1.4: Develop and implement contingency plans for the operational plan
Scenario: As you have now completed the key performance indicators for your operational plan, your
next step in the operational plan will be to develop and implement contingency (backup) plans for your
store's operational plan. To do this you will now prepare contingency or backup plans for the areas
that you have already worked on.
CONTINGENCY PLAN
Operational Plan Area Contingency / Backup Plan

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Resource Requirements Compromise the number required for each to at least provide the resources.
Staff performance Direct performance by Administrative Team and conduct weekly conference.
Seasonal Recruitment Keep an on call staff or filler record.
Store sales performance Create a monthly performance report for revenue growth and management.
(quarterly sales)
Daily Operations Always have a supervisor or Team leader available every day. Have leave and
absent reports sent out early on shift schedule.
Customer Service Assign Administrative staffs to every area.
Inventory and Logistics Use both digital and paper reports to make sure all reports are saved and have a
daily report sent out via email.
Stock take Sale Announce stock-stake sale beforehand to allow stock-taking easier.
Emergency & Work health and Provide a day shift and night shift emergency responders in the store.
Safety
Waste minimisation and Use paper bags in replacement to eco-bags.

sustainability
Summary of your contingency plan (within 200 words):
To help us respond effectively to significant future events or situation that may happen, a
contingency plan is implemented. These alternative plan is hoped to replace if initial plan outcomes
fail. Firstly, if resource requirement is not fully met, numbers needed will be decreased but not
lower than 1 to at least aid the needs. Staff performance, daily operations and customer service are
to be addressed by admin staffs. A digital record and report shall also be kept for reference for
seasonal recruitment and store sale performance. Inventory and logistics will also have the same
tactic. There will also be at least 3-day notice for an upcoming stock take sale to better help
inventory have the audit easier. Aside from a clinic, emergency responders shall be assigned for
day shift and night shift in the store. Lastly, both paper bags can be used in the absence of eco-
bags.

T-1.8.1_v3
1.5: Seeking specialist advice and getting approvals for resource requirements development
and proposal
Scenario: The next step of your operational plan will be to seek specialist advice in regards to
resource requirements development and proposal. You supervisor (general manager) and the
resource manager are the two specialists who can provide you with feedback and advice. Using a
formal email communication, you will now ask for specialist advice on your final resource
requirements, finalised KPIs for store and team members, and the contingency plan.
SEEKING SPECIALIST ADVICE & APPROVAL FOR RESORUCE REQUIREMNTS

Email template
Woolworth Supermarket
November 3, 2019
Subject: Advice and Approval for Resource Requirements
Dear Managers,
Greetings!
Our store has been keeping the standard quality service for our customers for a long time. We
have shown a service that is satisfactory to our standard and we ought to exceed our good
performance and make it outstanding. Our main goal is to continually provide and meet the
needs of our customers and most specially to increase our quarterly and annual sales. As the
operational manager, it is my duty to assure that all the plans are approved by you, the
seniorities, before I introduce and completely implement these.
I would also be grateful and open to any advice you may give and changes you might want to
direct. It would be of great help for me and my whole team.
The plans, KPIs and the contingency plan are attached for your reference.
Best regards,
<Insert your name>

Operational Manager
ADVICE AND APPROVAL FORM

Suggestions and advice from
specialist managers
(Use bullet points)
Approved by specialists? YES / NO

Signature of General Manager:

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Signature of Resource Manager:
Signature of Operational Manager

(You)
Date:
1.6: Explain the plan to relevant work teams
Scenario: As you made significant progress to the development of the operational plan, your final
step in this process is to explain the operational plan to your shift supervisors, section team leaders
and all team members of the store. You may also wish to communicate this plan to some of your
regular suppliers of the store who can affect your store KPIs. To explain this you will obviously use the
INTRANET Collaboration System Bitrix24 (or any other you have chosen in Task1.2) that you have
created for the store team. Once completed, please provide a screenshot of your notice/message in
the space box below.
EXPLAIN OPERATIONAL PLAN TO RELEVANT WORK TEAMS

Paste Screenshot of your explanation (brief) of your operational plan.
For external stakeholders' such as your suppliers, you may use the email communication using the
same message used in explaining to team members.
EMAIL COMMUNICATION TO EXTERNAL PARTIES

T-1.8.1_v3

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TASK 2: PLAN AND MANAGE RESOURCE ACQUISITION
In TASK 2, based on the previous task that you have completed, you will now plan and manage
human resource acquisition through your own strategies. You will also incorporate requirements for
intellectual property rights in your recruitment strategies.

2.1 Develop and implement strategies to ensure that employees are recruited within the
organisation’s HR management policies, practices and procedures
2.2 Develop and implement strategies to ensure that physical resources and services are
acquired in accordance with the org policies, practices & procedures
2.3 Recognise and incorporate requirements for intellectual property rights and responsibilities in
recruitment and acquisition of resources and services
2.1: Develop and implement recruitment strategies that align with organisational HR policies
and procedures.
Scenario: Based on your approved operational plan, you will now develop and implement
recruitment strategies that are aligned with your organisational policies and procedures. To do this
you will need to refer to the staffing requirements in the organisational context and also refer to some
of the organisational policies and procedures such as Diversity Policy, Employee Relationships and
Code of Conduct, Woolworths Wage sheet 2019, and Woolworths Supermarkets Agreement that you
will find in the simulated organisation information. You can further refer to the organisation's
recruitment process from the links below.
https://www.wowcareers.com.au/page/Careers/Come_and_work_for_us/Our_recruitment_process/
https://www.wowcareers.com.au/page/Careers/Supermarkets/
STRATEGIES FOR STAFFING, RECRUITMENT & ACQUISITION

Staffing requirements and forecasted costs
Position/Role Department No. of staff required Required when Approximate cost per
quarter
Checkout Staff General 10 Within 2 months 494
Merchandise
Inventory Inventory and 5 Within 3 months 740
Logistics
Stocktaking Staff Stocktaking Team 10 Within 2 months 494
Online Support Online Support 15 Within 1 month 274
Administrative Staff Administration 5 Within 2 months 494
Logistics Logistics 5 Within 2 months 494
Total Recruitment costs 2,990 AUD

T-1.8.1_v3
Prepare a Job Advertisement template for your store

Followed by your staffing requirements you will now develop a job advertisement template that
aligns with your organisation and goals. This is just a generic and you will need to rebrand this
template according to your organisation logo, brands, address, contacts, and other relevant
requirements such as department, team, roles, etc.
Woolworths Group
CAREERS
Online Support
 Permanent full time position

 40 hours per week
 $40,000 per year + superannuation + social security benefits
 City location, close to public transport, fixed day-off, health insurance
Our department is looking for an online support who is willing to work in our store. The support
will report to the head administrator and will be responsible for online customer service including:
 responding to chats and emails

 sending promotional emails
The job will be full time, with 2 shifting hours to be worked between 9.00 am-5.00 pm and
1.00pm-9.00pm. Successful applicants must have:
 relevant previous experience

 advanced Microsoft Office and typing skills
 strong communication and interpersonal skills
 strong organisational skills and attention to detail
 willing to work under pressure
All current Woolworths employees are asked to apply for positions through the WOW Careers
internal website only.
Applications close on December 5, 2019.
Template Source: https://www.fairwork.gov.au/ArticleDocuments/766/Job-advertisement-template.docx.aspx
Delegate recruitment related tasks such as posting job advertisement on job portals and
organising interviews to your store assistant
In this task, you will write an email your subordinate/assistant to prepare a job advertisement and
organise a meeting for the new recruitment drive on first week of next month as you will need the
new staff members to start working within 40 days. Also delegate tasks to your assistant to
organise interview sessions, prepare induction documents, and prepare employment agreements.
Woolworths Group
November 4, 2019
Subject: Job Advertisement
Dear Jane,
Greetings!
As our service is growing, so should our human resource be. We have decided to put additional
employees to our growing team. In this regard, I am assigning you to prepare a job

T-1.8.1_v3
advertisement on job portals and on our website. Make sure to clearly include requirements and
qualification. Moreover, kindly organise a meeting for the new recruitment drive to be conducted
on the first week of next month after our recruitment. New recruits should undergo training so
they could start working in the earliest time.
As per the recruitment process, I need you to organise initial phone interview and assign date for
personal interview. Prepare induction documents and employment agreement for the new hire.
Should there be clarifications, please contact me through email.
Yours truly,
<Insert your name>

Operational Manager
2.2: Develop and implement strategies to acquire physical resources and services in that
aligns with organisational policies and practices
Scenario: Based on your approved operational plan, you will now develop and implement strategies
to acquire physical resources that are aligned with your organisational policies and procedures. To do
this you will need to refer to your developed resource requirements analysis in Task 1.1 and also the
organisational document Woolworths Resources Supplier Guide from the simulated organisation
information. You can further refer to the organisation's resource procurement and supply chain
information from the WOW Procurement Portal at https://www.wowlink.com.au/wps/portal
STRATEGIES FOR ACQUISITION OF PHYSICAL RESOURCES

Physical resource requirements and forecasted costs
Resource Name Department Use Required when Quantity Approximate cost
Baggage Counter Checkout Counter Within 3 months 5 5000 AUD
Priority Lane Chairs Checkout Counter Within 3 months 7 12,600 AUD
Total Physical Resource costs 17,600 AUD
Prepare a procurement electronic tender advertisement for the resource acquisition

Based on the strategies for physical resource acquisition done in the previous table, you will now
prepare a procurement electronic tender advertisement for the resource acquisition. You must
include all the physical resources mentioned earlier and your approximate budget (amount you are
expecting to pay) for each resource. Once prepared, you will post this procurement electronic

T-1.8.1_v3
tender advertisement using a website (e.g. wordpress.com, wix.com, simplesite.com). Once

completed, please provide the link to the procurement advertisement website and a screenshot of
the site in the space box below.
E-PROCUREMENT / E-TENDER EVIDENCE
2.3: Recognise and incorporate requirements for intellectual property rights (IPR) in
recruitment and acquisition of resources
In this task you will provide information and evidence on how you have incorporated the requirements
for intellectual property rights (IPR) in your Task 2.1 (recruitment strategies) and Task 2.2 (physical
resources acquisition). You may wish to use bullet points for each.
RECOGNISE AND INCORPORATE REQUIREMENTS FOR INTELLECTUAL PROPERTY

RIGHTS
Brief on how you have incorporated IPR in Task 2.1 (recruitment strategies)
Brief on how you have incorporated IPR in Task 2.2 (physical resources acquisition)

T-1.8.1_v3

T-1.8.1_v3
TASK 3: MONITOR AND REVIEW OPERATIONAL PERFORMANCE
Based on your previously completed TASK 1 and TASK 2, you have now crossed the first quarter of
your operational plan. At this stage you will have to monitor and review operational performance of
your plan that you have implemented. To do this you will develop, monitor and review performance
systems, analyse and interpret budgets, identify areas of underperformance, implement systems to
ensure mentoring and coaching, negotiate recommendations, and implement systems to ensure
management of procedures and recordkeeping.

3.1 Develop, monitor and review performance systems and processes to assess progress in
achieving profit and productivity plans and targets
3.2 Analyse and interpret budget and actual financial information to monitor and review profit and
productivity performance
3.3 Identify areas of under-performance, recommend solutions and take prompt action to rectify
the situation
3.4 Plan and implement systems to ensure that mentoring and coaching are provided to support
individuals and teams to effectively and safely use resources
3.5 Negotiate recommendations for variations to operational plans and gain approval from
designated persons/groups
3.6 Develop and implement systems to ensure that procedures and records associated with
documenting performance are managed in accordance with organisational requirements
3.1: Develop, monitor and review performance systems and processes to assess progress in
achieving profit and productivity plans and targets
In this task you will develop, monitor and review operational performance. More clearly you will:
A. Prepare a performance management process for the store. (At least 8 step-by-step in the
process) For sample PM processes and steps, refer to https://www.fairwork.gov.au/how-we-
will-help/templates-and-guides/best-practice-guides/managing-underperformance)
B. After you have completed the performance management procedure/process, you will now
review the performance process with consultation with your Group Operational General
Manager (Your trainer) using the document review form.
DEVELOP AND REVIEW PERFORMANCE SYSTEMS & PROCESSES

PERFORMANCE MANAGEMENT PROCESS FOR THE WORKPLACE

T-1.8.1_v3
REVIEW OF PERFORMANCE MANAGEMENT (PM) PROCESS IN CONSULTATION

DOCUMENT REVIEW FORM
Sections and areas of the PM Previous Rule/Clause in the Previous Rule/Clause in the process
process process (Step Number) (New Step Number if applicable)
This review was consulted with (Name & Sign):
Original document prepared by (Name & Sign):
Date:
3.2: Analyse and interpret budget and actual financial information to monitor and review profit
and productivity performance
Scenario: As mentioned earlier that you have now crossed the first quarter of your operational plan,
you will need to analyse and interpret the store budget after the implementation of your operational
plan. The table below highlights the summary of budget that you will need to analyse.
SUMMARY OF BUDGET (For Resources and Operational Plan)
Resource Type Projected Budget Actual Performance Variance
Capital/Finance $150,000 (Profit) $120,000 (Profit) $30,000
Human $200,000 (Expense) $200,000 (Expense) $0
Physical $250,000 (Expense) $260,000 (Expense) $10,000
Based on the summary above, you will need to analyse, interpret and write a budget report (within
300 words) for management and explain the reasons of variations and for any underperformances.
BUDGET REPORT FOR MANAGEMENT

T-1.8.1_v3
3.3: Identify areas of under-performance, recommend solutions and take prompt action to
rectify the situation; Ensure mentoring and coaching are provided to support
Scenario: After the first quarter of your operational plan implementation, you have previously
identified some issues in budget and financial performance. Now you have also realised that there are
several areas of concerns within operations as well. First of all, you find that performance reports
database that there are several failures and some positives in meeting performance objectives by
your staff members and also in overall store KPIs. These include performance failures such as:
 Overall checkout service speed is 75% of the assigned KPI whereas it should be over 90%
 Inventory, logistics and delivery operations are slower compared to the assigned KPI. Slower
by 10%
 Errors in online delivery increased by 5%.
 Waste minimisation has exceeded the KPI by 10% which is good. This credit goes to
everyone in the store.
 Human Resource recruitment was exactly within budget.
 Physical resource acquisition exceeded by $10,000. Your procurement department team
leader has mentioned you that there were some changes in prices for some physical
resources.
 Staff late attendance issues (increased by 10% after the plan).
 Stock Take sale achieved 80% of assigned KPIs and targets. Your stocktaking team needs to
have meeting with you.
 Fifteen (15) Work Health & Safety (WHS) issues and minor incidents within the first quarter.
The initial objective was to reduce to 5 incidents.
Based on these performance issues mentioned, you have decided to analyse and review the existing
performance against the objectives that you have set earlier. You have also decided to review provide
solutions by revising the KPIs, take actions and ensure support activities to individuals and groups
who have underperformed.
IDENTIFY UNDERPERFORMANCE, PROVIDE SOLUTIONS, TAKE ACTIONS & ENSURE

SUPPORT ACTIVITIES
Identify Underperformance
(Based on the information above, analyse the underperformance and revise KPIs again with new
deadlines)
Position & Previous KPIs Revised KPIs Targeted date/
Department timeframes
Checkout Increase service speed Increase service speed with Next year
Department accuracy
Logistics Keen monitoring of the arrival of Accurate and on time recording After 3 months
stocks and monitoring of the arrival of
stocks
Online Delivery Monitor the schedules of Precise records and estimated time After 3 months
deliveries and arrivals of stocks of deliveries and arrivals
All Staffs, Build an innovative team with Work-motivated employees Within the quarter
Administration high-performance workforce
Team
Stocktake Team Regular stock placement Regular stock placement and Within 3 months
accurate audit of stock
Emergency and Reduce accidents at work Reduce accidents and more active Within 3 months
Work Health and careful work environment
Team

T-1.8.1_v3
Performance Meeting: Identify underperformance and Conduct a Training Needs Analysis

(TNA) system to ensure Mentoring and Coaching (ROLE PLAY ON TNA)
Scenario: Now that you have identified that your stocktaking sales team is the major
underperformer after your operational plan implementation, you have decided to plan and
implement a system to ensure mentoring and coaching for such cases with teams. You will need to
perform a role play and attach the role-play script. Your fellow classmates can play the role of the
underperforming team and you play the role of operational manager conducting this performance
meeting. You will need to complete TNA template below along with a 3 minute role-play session on
this meeting (that you will need to attach in Appendix).
Attach role-play script in Appendix 1. Role-play carries 2 marks.
Fill out the Performance Outcome and TNA form while conducting the meeting (role-play)
Performance Meeting Outcome and Training Needs Analysis (TNA) form

EMPLOYEE/TEAM NAME: POSITION:
TNA DONE BY:
Stocktaking Team
Training/skills If yes, How will this be Who to
development identify achieved? organise?
Major tasks
required? what (e.g. on the When?
of position
training job, external Training
Y N
needs exist training) provider?
<insert major <insert <insert how <insert <insert who is
tasks of training this will be when> going to deliver
position> needs, if achieved> the training>
any> e.g. on the job,
external training
Check Familiarizing On the job Next week Stocktake head
computation software &
errors Y hardware
stock counting
materials
Check for On the job tomorrow Stocktake head
misplaced N
products
Ensure ideal Orientation External training Next week Stocktake head
units for Y and and operations
measuremen replanning manager
t
Verify On the job Next week Inventory head
outstanding N
orders
Provide your personal feedback on their performance and suggest what will be done to ensure mentoring and
coaching for their improvement:
The team lack support and motivation at work. There were times they showed unsatisfactory performance. The team

T-1.8.1_v3
needs to be regularly monitored to avoid slacking off and errors in stocktaking. They also need to be familiar with the
tools needed for stocktaking. On job trainings and external training will be conducted to improve their performance
starting tomorrow.
Signed by: Operations Manager Staff Members & Team leader .
Date:
3.4: Negotiate recommendations for variations to operational plans and gain approval from
designated persons/groups.
Scenario: At this stage you have realised that your operational plan will require some adjustments
and amendments because of underperformance in several areas of the store. You will now
recommend some variations to your operational plan and also get approval from your management
using the variance form.
VARIANCE FORM
VARIANCE PERSON/POSITION DETAILS:
Date of Request Request No. Name of Requestor Position
4 November 2019
0000987 Operations Manager
VARIANCE DETAILS: (Change in Operational plan for Store XXX)

Category Proposed Change Reason for Variance
Additional members in Stock Take
Scope More tasks and accuracy required
team
Time None
Cost $800 More motivation to work
Quality None
Risk Management Digitized all records Faster and more accurate data
Communications None

T-1.8.1_v3
Other Non
VARIANCE JUSTIFCATION:
Immediate Essential Urgent High Medium Low
Priority
☐ ☐ ☐ ☐ ☐ ☐
Intended outcome(s) Meet the standard performance
Expected benefit(s) Performance incentive
IMPACT OF VARIANCE:
- More accurate records
- Fast stock taking
- Meet KPI
DISTRIBUTION AND COMMUNCITION:

Name Position/Department Distribution method Date distributed
Rob IT Email 4 Nov 2019
Stella HR Email 4 Nov 2019
SUPPORTING DOCUMENTATION:
TNA Form
APPROVAL:
VARIANCE APPROVAL RESPONSE DETAILS

(To be completed by relevant stakeholder)
Approved (Yes/No) Decision date Decision made by Signed
Yes 6 Nov 2019 CEO
3.5: Develop and implement systems to ensure that procedures and records associated with
documenting performance are managed in accordance with organisational requirements
Scenario: Now that you have addressed several issues in your operational plan, you want to have
appropriate systems and recordkeeping to monitor and manage performance issues that align with
organisational requirements. Your supervisor (Group General Manager) has also advised you to have
appropriate recordkeeping (like the TNA you have done) especially in regards to staff performance,
and operational performance that eventually impacts the financial performance of the store.
PERFORMANCE DOCUMENTATION AND RECORDKEEPING
Recordkeeping of Performance Meetings and Outcome

Prepare a recordkeeping form where you will record all performance related meeting and the
outcomes. You must include meeting details, outcomes, mentoring and coaching plans, estimated
costs if needed, approximate timeline for performance development or improvement. Please
prepare the electronic form below.

T-1.8.1_v3
RECORDKEEPING FORM
EMPLOYEE/TEAM NAME: DATE: PURPOSE:
TASKS/ROLE DETAILS of STANDARD ACTION ESTIMATED TARGET OUTCOME

PERFORMANCE PERFORMANCE PLAN COST TIME
Feedback/Notes:
Signed by: Operations Manager

T-1.8.1_v3

T-1.8.1_v3
APPENDICES
Attach the following communication evidence as Appendix 1 and other relevant documents in
Appendix 2.
APPENDIX 1: ROLE-PLAY SCRIPT
Operations Manager: Good morning, Stock take team.
Team: Good morning.
Operations Manager: So, as what we had planned and implemented for our operations, we have
agreed that your team is expected to perform the duties assigned to you which is to replace stocks
regularly and of course, monitor and check stocks accurately. We conducted sales so that
stocktaking would be easier for you. I know that you do the best of your abilities to achieve the task
but unfortunately, success rate is only 80% of the assigned KPI. So in this meeting we will be
discussing your performance and the expected performance after this meeting. Do you want to say
anything before we continue?
Team Leader: I guess we need teamwork and collaboration.
Operations Manager: Yes, you’re absolutely right. I believe lower success rate doesn’t always mean
inability to perform well. There are other factors as well. But we can avoid failures if we have
teamwork and collaboration with other teams so that we can fully understand and do our tasks
right. I have also noticed that most of the underperformance is counting errors like, computation
errors, outstanding orders, and measurement units, not to mention, misplaced products as well.
Team: I think we need more people in our team and also trainings especially to the software related
inventory.
Operations Manager: Yes, we will definitely have trainings. Actually, I have scheduled 2 trainings.
Some of you will be trained to use the updated recordkeeping/inventory which will commence next
week. And there will also be orientation if given that we have new members and training on the
ideal units for measurement for us to save time which will also be on the next week. Your team
leader will conduct the training for you. Also, your team leader will regularly monitor your
performance at work and attend to your questions if you have. Always check for misplaced items to
avoid miscount and errors.
To ensure that you achieve your goal as a team, strengthen your teamwork and strive to do more.
Good luck!

T-1.8.1_v3
APPENDIX 2: OTHER EVIDENCE SUCH AS LINKS, PRINTSCREENS, FORMS, PROCEDURES,

PLANS, ETC

Assessment I Operational Management

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T-1.8.

Student Declaration: I declare that the work submitted is my

Assessor Declaration: I declare that I have conducted

Operational Management, Assessment 1 v2 Last updated on 10/09/2019 Page 1

Purpose of the Assessment

1.1 Research, analyse and document resource requirements and develop an

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Instructions for Students

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ASSESSMENT BRIEF & INSTRUCTIONS

PART A: KNOWLEDGE EVIDENCE – 20%

PART B: OPERATIONAL PLAN PROJECT – 80%

Operational Management, Assessment 1 v2 Last updated on 10/09/2019 Page 4

PART A: KNOWLEDGE EVIDENCE – 20%

Element of an operational Description of the element

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Operational Management, Assessment 1 v2 Last updated on 10/09/2019 Page 6

KNOWLEDGE EVIDENCE MARKING ALLOCATIONS

The learner will be assessed on the following knowledge Marks Marks

Q2. List and explain four key elements of an operational plan. 4

Q3. List and briefly explain three alternative approaches to 3

Q4. Explain (within 300 words) the role of an operational plan in 5

Operational Management, Assessment 1 v2 Last updated on 10/09/2019 Page 7

Q5. Explain the steps in budgeting process within an organisation. 5

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PART B: OPERATIONAL PLAN PROJECT – 80%

SIMULATED WORK ORGANISATION (if not using an organisation of your choice)

WOOLWORTHS SUPERMARKET (Simulated Workplace)

History and Origins (sourced)

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Organisational Mission, Vision and Strategies (sourced)

Figure sourced from organisational website

Slogan & Branding (sourced)

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Woolworth Rewards and credit card (sourced)

Own or Private label brands (sourced)

Other Woolworths Limited supermarkets (sourced)

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Commitment to Sustainability (sourced)

Privacy Policy (sourced)

Organisational & Workplace Diversity Strategies

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Numbe Targets and Objectives

5 Proportion of Indigenous team members to equal Federal Government Employment

6 Proportion of Indigenous graduates to equal Federal Government Employment Parity

Employee Relationships and Code of

Corporate Responsibility Strategy

Work Health and Safety Policy

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Woolworths Wage sheet 2019

Woolworths Supermarkets Agreement

Woolworths Resources Supplier Guide

Store Operational Goals (relevant for simulated context)

Additional research links on the case organisation

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CONTEXT & SCENARIO

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Stakeholders in this context (for the case organisation Academies Australasia)

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PART B: STRUCTURE & MARKING ALLOCATIONS

STRUCTURE & CONTENT MARKS MARKS

TASK 1: DEVELOP OPERATIONAL PLAN