Learner Guide:

BSBLDR522-BSBTWK503 Manage people

performance

BSBLDR522 Manage people performance | 1

Copyright 2021

© Australian College of Business Intelligence

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Version: 21.0

Date Modified: September 2021

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BSBLDR522 Manage people performance | 2

Contents
Section 1: Allocating work ............................................................................................. 4

Section 2: Assessing performance ............................................................................... 11

Section 3: Providing feedback ..................................................................................... 16

Section 4: Following up on performance...................................................................... 20

Section 5: All about meetings ...................................................................................... 25

Section 6: Leading effective meetings.......................................................................... 35

BSBLDR522 Manage people performance | 3

Section 1: Allocating work

To be a good manager, you need to manage people well and it is a skill you can develop over time.
People vary widely in the skills and attitudes they bring to their position. Some are highly motivated,
collaborative and talented, while others can be difficult to communicate with.
People management skills is one of the most important soft leadership skills a person can possess
as it can:

• impact staff morale and motivation which influences productivity

• be critical during periods of transition

• be key to successful project change management.

In this section, we will cover the allocation of work and what this means for resources,
organisational requirements and performance. We will also discuss risk analysis with regard to
organisational risk and legislative requirements.

Consultation
How you distribute and allocate work
across an organisation or team is a critical
success factor to a high performing
workforce.

Therefore, when allocating work, it is

important to consult with the appropriate
people to find out about the availability of
resources. This can include consulting
with human resources or line managers to
form a project team, second staff, re-
allocating work, hire contractors, or with
the accounts or finance department to
work out budgets and available funds that
Image by Campaign Creators on Unsplash
may be required to conduct work.

Consultation with the leadership team and individuals that you wish to allocate work to may also be
necessary so that you can identify priorities and allocate resources appropriately.
This may involve holding a meeting with different project team leaders, managers and supervisors
or contacting individuals by email to find out what will be a feasible work allocation.
This will allow you to allocate work and resources efficiently and fairly.

Some criteria for distributing work can include:

• work priority • cost effectiveness

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• focussed on outcomes • professional development opportunity

• skill set of individuals • interest.

• availability of individuals

There are a range of applications that can be used to assist in work allocation. These include
project management tools or scheduling tools. Two applications that can be used for scheduling
work are: the project management tool Wrike and a collaboration tool Slack.

Activity: Read

Review both of these tools at the following links:

Wrike: https://www.wrike.com/vb/?utm_expid=75732941-113._QwudDuLQT
a0farhZW-FBA.2
Slack: https://slack.com/intl/en-au/

Planning
It is important to look at the various levels of planning within an organisation. This is because as
someone responsible for people management, you need to understand levels of planning within an
organisation so that you can develop work plans accordingly.

Strategic planning
Strategic planning is an organisational management activity used to set priorities, and direct energy
and resources. It ensures employees and other stakeholders work towards common goals, and
outcomes, and enables employees to assess and adjust the organisation's direction in response to
a changing environment. Strategic planning helps guide decisions and actions so they reflect what
an organisation is fundamentally about, what actions it takes and why, and who it serves. Effective
strategic planning makes clear the organisation’s future path as well as indicators for success.

Tactical planning (middle management)

Tactical plans are also called short-term action plans because they break larger goals and
strategies into smaller, actionable tasks. Tactical plans are more successful when they have
specific actions designated to particular workers with clear deadlines. Objectives and strategies are
ineffective if no steps are taken to put them into action. The goals and strategies provide vision,
while specific tactics describe how they will be achieved.

Operational planning (first line of management)

An Operational Plan is a detailed plan that describes how a team or department will work towards
achieving the organisation's strategic goals.

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Operational Plans should line up with the organisation's objectives in the Strategic Plan. This can
be achieved by ensuring that the team or department’s purpose aligns with the objectives of the
Strategic Plan. In turn, the Operating Plan of the team, section or department should align with the
purpose.
Operational plans identify:

• the goals of the team or department

• how goals are to be achieved

• the resources needed to meet the goals.

While there are no firm rules regarding the format of an Operational Plan, they usually have the
following:

Specific goals Actions needed to achieve goals Human resource requirements

Physical resource requirements Budget requirements Time required to achieve goals

It is the operational plan that should be used to develop work plans for managing people
performance.

SMART goals
Any plan must have clear goals and ideally these should be SMART. For plans to succeed, goals
need to be clearly defined so that they are effective. SMART criteria are:

S Specific Details exactly what needs to be done.

M Measurable Achievement or progress can be measured.

A Achievable Objective is accepted by those responsible for achieving it.

R Realistic Objective is possible to attain (important for motivational effect).

T Timed Time period for achievement is clearly stated.

Operational Plans and Work Plans

Work plans are usually based on high level planning documents such as an operational plan as
described above, which in turn is developed from the strategic plan. An operational plan includes
detailed actions to achieve the objectives of the organisation.
A work plan therefore outlines a person’s responsibilities relevant to the operational plan, as well as
the performance expected. It is important that individuals and team members are able to discuss
work plans and make amendments during its development, as well as at performance appraisal
sessions.

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Work plans help workers stay organised while working on projects.

Creating a work plan

A workplace is created according to specific organisational guidelines and a set format. Generally,
a work plan will include:

• Purpose • Timelines for activities

• Performance objectives • Performance measures.

• Activities to achieve objectives

Performance requirements
An important part of work allocation is ensuring that team members understand the expectations
that are required of them. These include performance standards, key performance indicators,
behavioural expectations and measures.

Performance standards
These are the levels of performance hoping to be achieved. A performance standard is usually a
statement that will indicate specifically how well a job is to be done and is measurable either
quantitatively or qualitatively.
Performance standards can also be assessed against criteria such as:

• financial indicators i.e. costs/budgets/profit/loss

• customer satisfaction

• revenue.
Performance standards are needed to:

• benchmark

• evaluate effectiveness of employees

• indicate level of training/development

• provide information for future planning

• provide employees with a set of standards and expectations, along with providing job
satisfaction and motivation.
Performance standards should be SMART and reviewed continually.

Performance standard examples:

• All work allocated must be completed by the deadline and submitted to the line manager for
approval.

• Staff must complete 7 hours a day work. This can be anytime between 7am and 10pm.

• It is important that all work is saved with an appropriate file name, in a relevant folder and
stored on the network drive.

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 • All employees must be knowledgeable in all products and services.

Activity: Discuss / review

Discuss or review the following examples of performance standards:

• http://uhr.rutgers.edu/uhr-units-offices/consulting-staffing-compensation/sample-
performance-standards/sample-performance-4

• http://www.case.edu/finadmin/humres/attachments/Standards%20of
%20Performance%20revised%200311F.pdf

• https://www.unr.edu/Documents/administration-finance/hr/hr-
performance/developingworkperformancestandards.doc
Your trainer/assessor will facilitate a discussion where relevant.

Key performance indicators (KPIs)

KPIs are measurable values demonstrating how effectively objectives are being achieved.
A key performance indicator identifies the measurement of performance of a program or business
activity and is expressed as a percentage, index, rate or other comparison.
This can be monitored at regular intervals and usually viewed as numerical measures of success.
KPIs specify the type of evidence needed to measure the success goals.

The following are two examples of KPIs in practice:

If one of your objectives is for at least four employees to gain higher qualifications; one key
performance indicator can be the number of staff members that successfully gain their Masters
degree in Business Administration by 2022.

Improving the level of customer service requires answering the telephone more quickly. The
performance standard would be: “Telephone must be answered within four rings”. The
performance indicator would be the number of times the phone rings before it is answered.

Further types of performance indicators can be: measurement of staff turnover/staff undertaking
development; sales growth; amount of accidents occurring; profit; and environmental performance.

Activity: Read and research

Refer to the following article on key performance indicators:

http://management.about.com/cs/generalmanagement/a/keyperfindic.htm
Find an example of KPIs for a job role and company of your choice. Note them down
for discussion. You can use www.seek.com to help you find a role.

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 Your trainer/assessor will facilitate a discussion at the end of the research where you
can share your findings.

Risk analysis
A risk is an event or circumstance that could happen that would result in a negative effect on the
business. For example, the risk of having plant equipment stolen as a result of poor security
procedures. Types of risk vary from business to business and from context to context.
Business leaders need to decide how much risk they are prepared to take in the business. Some
risks could be critical to success, while exposing the business to the wrong types of risk can be
harmful.
Common business risk categories include:

Strategic risks
These are decisions related to the objectives of the business.

Compliance risks
These relate to laws, regulations, standards and codes of practice.

Financial risks

These are related to systems, financial transactions and the structure of the business.

Operational risks
These relate to operational and administrative procedures. Key risks could be lack of staff,
lack of qualified and experienced staff and lack of compliance with employment legislation.

Environmental risks

These relate to external events that the business has limited or no control over such
weather or broader economic conditions.

Reputational risks
These are relevant to the goodwill of the business.

Organisations conduct a risk analysis to identify performance areas that are at most vulnerable and
will quantify those risks in order to work out a risk management plan. A risk has varying levels –
from low, medium to high. Strategies to manage risk involve:

• avoiding risk

• accepting risk

• controlling risk

• deflecting risk.

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Preparing a risk management plan
A risk management plan should identify strategies for managing risks that are specific to the
business. It can be developed by following these broad steps:

Monitor and
Identify the risk. Assess the risk. Treat the risk.
review.

Legal requirements
When risk is concerned, an organisation will also have to consider legislation relating risk
management.

This may relate to:

• Workplace Health and Safety as covered by the Work Health and Safety Act 2011.

• Cyber security including theft, unauthorised access and disclosure as covered by the Privacy
Act 1988.

• Employee related matters such as unlawful dismissal or working conditions and pay. The Fair
Work Act 2009 is the related legislation.

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Section 2: Assessing performance

To assess performance an organisation can use performance management strategies to monitor,

evaluate and improve performance.

Performance management
So, what does performance management involve? Well, this will depend upon the organisational
objectives and policies, legislative requirements, organisational structure, industry and the
strategic, tactical and operational planning of the organisation. The figure below shows how a
performance management system is integrated into an organisation:

Vision, mission, strategy

Strategic HR management

Planning Recruitment Training/coaching Monitoring

The objectives of a performance management system are to:

• plan and implement performance measures

• focus on recruitment and selection processes

• provide clearly defined job descriptions

• identify performance requirements, standards and measures

• use individual performance plans to support performance

• undertake performance monitoring and evaluation

• use performance appraisals to support employee performance

• determine corrective actions such as counselling or probation/terminations.

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Legislative requirements
The performance management and processes therefore should meet any legislative requirements
and be in line with an organisation’s objectives and policies.
An organisation will need to ensure that they are meeting any compliance requirements relating to:

• fair pay, awards and conditions

• workplace relations

• workplace health and safety

• privacy and confidentiality

• anti-discrimination

• equal opportunity.
Legislation can be integrated into
organisational policies and procedures that Image by Bill Oxford on Unsplash
relate to workplace relations.

Activity: Read

Use the following links to find out information on legislation relating to performance
management:
Fair Work Act 2009:
https://www.fairwork.gov.au/about-us/legislation
Read about the National Employment Standards:
https://employsure.com.au/guides/modern-awards/national-employment-standards/
Read more information on Australia’s workplace relations law:
https://www.ag.gov.au/industrial-relations/australias-national-workplace-relations-
system
Workplace Health and Safety 2011:
https://www.safeworkaustralia.gov.au
Privacy Act 1988:
https://www.oaic.gov.au/privacy/the-privacy-act/
Australian discrimination laws relating to employment:
https://humanrights.gov.au/our-work/employers/quick-guide-australian-discrimination-
laws

Understanding the performance management and review process

It is important that everyone in an organisation understands the performance management and
review process. This includes all employees.

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Therefore, it is important to conduct training in the performance management and review process
so that this is clearly understood. Training may be for:

• related policies, procedures and legislative compliance requirements

• understanding the organisational vision and mission

• performance targets or key results areas that link the organisational objectives with functional
or operational units

• the performance standards and indicators to be used for performance measurement

• the methods to be used for measuring performance

• the monitoring process used to track progress

• the review process used to determine the achievement of targets

• identifying performance gaps, and training and development needs

• the development and improvement review process

• the review processes to be used for rewards or remedial action

• the feedback processes to be used

• evaluating the contributions of employee performance

• using evaluation for system improvements and changes.

Organisation’s may use formal or informal training methods, which may be internal or external
depending on the resources available and requirements for training.

Conducting performance management

To conduct performance management, you would need to follow your organisations policies,
procedures and relevant timelines.

The main stages of the performance management process covers:

Planning Monitoring Reviewing Improving Measurement

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• This may be undertaken over a calendar year with milestones for each stage.

• Organisational policies and procedures will relate directly to workplace relations, for example:
o Developing performance
o Performance appraisal
o Recruitment, selection and induction of staff

o Disciplinary procedures
o Terminations
o Grievance handling
o Reward and recognition
o Management of poor performance
o Code of Conduct,

Monitoring and evaluating performance

Performance management is a continual process, which requires the monitoring of staff, along with
providing ongoing feedback and development.

Monitoring and evaluating performance can provide information and sometimes evidence, that is
needed to analyse and evaluate performance. Performance of staff can be monitored by:

• individual progress toward individual performance standards

• processes being used towards attaining individual performance standards

• outputs produced

• how the outputs contribute to the key performance indicators.

It is also necessary to monitor what gaps there may be.

Activities that could be monitored include:

• achievement of targets

• level of output produced by staff

• quality/accuracy of work produced

• revenue.
It is important that evidence is collected to back up performance which in turn must relate to the
performance standards and key performance indicators. Evidence can be found in:

• work samples • competencies applied to role

• training courses attended • new skills gained

• specific KPIs • feedback from colleagues or clients

• quantitative measures • training attended

• quality of outputs • deadlines achieved.

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Any monitoring undertaken provides the basic information that is needed for the analysis of
performance. Information on what is to be monitored and how it is to be monitored should be
shared with employees to enable the monitoring of their own performance as well.
Effective communication strategies and a positive culture will ensure that performance monitoring
is positive and developmental rather than being disciplinary. Employees should therefore have an
understanding of the connection of the performance management to the achievement of the
organisational goals and how it relates directly to them.

Performance reviews
Performance reviews play a big part in monitoring and evaluating performance. They are often held
annually and provide an opportunity for employee and manager to discuss how well they have
performed over the year. They can often include performance standards and key performance
indicators and can include:

• An assessment of how an employee is performing in their work role

• Evaluation of an employees work performance

• Identification of strengths and weaknesses

• Setting future goals.

An individual’s code of conduct and behaviour

Performance reviews are often linked to salary reviews, incentives and to identify any training or
development needs.

Conducting performance reviews

Following are some simple steps for conducting performance reviews:

• both employer and employee should be prepared for the review (provide a copy of the
performance appraisal beforehand and review the previous year’s appraisal)

• allow enough time for the review

• structure the meeting so that all points can be covered

• constructive and positive feedback

• employees should provide their own feedback and be encouraged to self-appraise

• concentrate on the performance and be based on fact not opinion

• analyse performance jointly and objectively

• agree on objectives, which are achievable and measurable

• create a plan of action.

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Section 3: Providing feedback
Performance management is all about feedback! This can be both informal and formal and can
support employees to excel at their expected levels of performance throughout the year.
The feedback should be constructive and a positive learning experience for all.

Informal feedback
If you are managing individuals or teams, providing informal and continuous feedback ensures that
everyone clearly understands how they are
doing and provides open communication.
Informal feedback may be provided at
progress meetings, for example “Mary that
was a great presentation you gave the other
day”. Or at the end of an email “Thanks for
all your hard work this week!”. Or you may
provide feedback during a lunch break, in
the hallway or even in the lift on the way to
work!.
This type of feedback can help employees to
feel confident, understand where they may
be going wrong or provide a standard to
work toward. Image by Mimi Thian on Unsplash

Coaching
Coaching can support employees on the job and also provides an opportunity for informal
feedback. Mentors are widely used to provide positive feedback, support and advice to help
employees develop skills and networks in the organisation. A mentor is usually an experienced
employee who has been in the organisation for a number of years. Often a mentor is assigned to a
new member of staff for the first 6-12 months. A mentor is not a coach.
Coaching is form of performance management, undertaken by managers on a daily basis to
improve the performance of staff. It is an informal approach used to adjust behaviour and working
practices. The leadership skills of a manager should naturally transfer information and skills to their
team.
The type of skills required for a good coach could be:

• communication for listening and • ability to be objective

receiving feedback
• fair, patient, tolerant, firm
• reflection through paraphrasing,
• realistic on expectations.
summarising, and questioning

• ability to provide constructive feedback

• empathy

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Performance coaching is:

• a series of conversations that are designed and conducted to enhance someone's well-being
or performance.

• a process that both parties enter into willingly with clear expectations and agreements on how
the process will work.

• a relationship, or partnership, that allows anything to be asked, said or considered.

Also, if an employee is not meeting their performance expectations then they can be given the
opportunity to undertake a coaching program to improve their performance.
Monitoring their progress will determine whether or not the program was successful for the
employee. This would involve obtaining feedback from both the employee and trainer, observing
performance, reviewing performance targets and meeting with the coach and employee to take any
necessary actions.

Documenting feedback
If you are documenting feedback, then this is more than likely for formal methods of feedback. It
can be used to improve performance, reward
performance, identify training needs and provide a
record for performance reviews.
An organisational performance management
system will have systems and processes for how
formal feedback should be documented.
This is because it may be needed for evaluating and
following up on poor performance, promotion and
rewards, written warnings, or to back up appraisal
reviews.
Basically, any communication and actions taken for
performance issues must be documented;
particularly for one-off incidents that may occur.
This is then kept on the employee’s file for future
reference. Image by Kaleidico on Unsplash

Furthermore, any interviews or formal meetings held will require documentation or evidence of the
performance issue under discussion. For example, it could be a record of absenteeism, any
performance records, emails or third-party reports. Some evidence could be used in litigation,
therefore it must be accurate and clearly demonstrate the underperformance of the employee. Any
outcomes should be filed confidentially and made available to the human resources department.

Conducting formal structured feedback sessions

Formal feedback sessions form part of an organisation’s performance improvement processes.
They are often conducted once per year using performance reviews, but can be more regular.
Formal feedback sessions need to be planned carefully. The manager needs to establish what is to

BSBTWK503 Manage meetings | 17

be discussed ahead of time and issue an agenda to the employee prior to the meeting. The
employee needs sufficient time to prepare for the session.

When conducting the formal feedback session, the manager should:

• explain to the team member what is to be discussed, how it will be discussed and the purpose
of the meeting.

• highlight the positive aspects of the team member's performance.

• seek input from the team member regarding their performance; what is working well and what
could be done differently.

• give constructive feedback regarding the areas they believe require further improvement, if
required.

• in the event the team member's performance has improved to the required level, discuss any
follow up issues and conclude the meeting.

• refer to data to support the feedback. This could include observation checklists,
questionnaires, customer or peer feedback.

• give the team member an opportunity to respond.

• advise the team member of expectations and the steps to be taken for further improvement.
This may include further training or more practice.

• set a time frame for improvement and confirm the date and time of the next feedback session.

• seek the team member's acceptance and conclude the meeting.

Activity: Role play

For this activity you will need to take part in a performance appraisal. This means
that you will need to prepare an appraisal, meet with someone and then carry out the
role-play. You will be managing the performance of a staff member. The appraisal
should reflect the following:
You are carrying out a performance appraisal for Stacey who works at the Vegan
Delight Café. There are a number of issues that have arisen over the past few
months. Consider the following before writing the outline for the appraisal: Stacey is
not wearing the uniform specified. She is often late for her shift. Stacey is very
popular with customers and gets the most tips. Stacey always seems tired.
If possible, use a template or document with prompts to help you write out the
appraisal. Consider work-life balance when you are addressing the issues.
The Vegan Delight Café would like to reward staff who have outstanding
performance. Research two methods for rewarding performance from the following
list:

• verbal/written praise

• certificate/commendation

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• letters from senior management/public

• employee award.
Create a document that could be used as a template. Make any assumptions and be
innovative.
You may conduct this face to face or online, depending upon the delivery of the unit
or instructions given to you by your trainer/assessor.
During the appraisal ensure to use appropriate language and structure appropriate
for the staff member and clearly explain the expected standards of performance
(base this on a typical job role that Stacy would be undertaking). Provide the
feedback and suggest coaching that you could provide to increase the performance
standards for Stacy.
Uses language and structure appropriate to context and audience to explain, provide
feedback and coach staff
Submit the appraisal to your trainer/assessor for feedback.
Your trainer/assessor will facilitate the role play and provide you with feedback.

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Section 4: Following up on performance

Performance improvement plans

After an appraisal, it may be identified that an
employee requires further development in
certain skills or areas.
Furthermore, if a performance gap has been
found and an employee is still unable to meet
the required performance expectations, then a
document such as a Performance
Improvement Plan (PIP) can be developed as
a formal agreement outlining the employee’s
goals and what they can do to meet them
more effectively.
Image by You X Ventures on Unsplash

This aspect of the performance management plays a crucial part in the identification of training and
development needs.

Managers meet with the employee to firstly discuss specific goals and then work on creating a plan
for achieving those goals.
The process is cyclic, starting with defining the job description, then creating the plan, observation
over a period of time, providing feedback, appraisal and looking at the areas for development – this
is then incorporated into the new performance plan.

The way in which this is carried out will be dependent upon organisational policies that may relate
specifically to the performance management framework. For example, using specific documents for
the plans or how to conduct the follow-up.

Performance Gaps

This is the gap between the individual’s actual performance and the required performance
standard.

Activity: Research

Research a disciplinary policy for an organisation in your industry or your current

employer. What is the process used for underperforming employees? Briefly list
down the steps undertaken by the organisation. What other documentation is
referred to in the policy?

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 Activity: Research and discuss

Fair Work Australia provides guidelines for the best practice in dealing with
underperformance or poor performance:
http://www.fairwork.gov.au/ArticleDocuments/711/Managing-underperformance-best-
practice-guide.pdf.aspx
Discuss the Australian Catholic University’s procedures for management of poor
performance:

https://policies.acu.edu.au/hr/performance_management/managing_staff_
performance_guidelines
Discuss the following factors that lead to poor performance in the workplace:
http://blog.commlabindia.com/elearning-design/negative-performance-factors

Responding to underperformance
Types of poor performance can include:

quality or quantity of work not achieving performance behavioural issues such as in

maintained standards expected manner

rule-breaking conflict absenteeism

The development of a performance improvement plan can be used to monitor any or poor
performance issues and support a person to identify what these are and develop goals to improve.
An improvement plan is there to support an employee with developing their performance using a
structured formal process. The type of improvements that could be defined may be:

• to undertake training in a particular area of knowledge

• to use software to manage time

• a coach to support with performance standards.

However, if the individual does not respond or is unable to make improvements based on those
identified, then you may need to consider re-evaluating the plan or providing other types of support.

The human resources department of an organisation can often have the resources needed to
provide support to employees including guiding managers in all personnel issues, counselling,
employee assistance programs, equipment and devices or wellbeing options.
When the performance of an employee is continually unsatisfactory, even after a performance
management plan has been implemented, then a formal process of termination may be necessary.

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 Activity: Research and discuss

Types of poor performance can include:

• quality or quantity of work maintained

• not achieving performance standards expected

• rule-breaking

• conflict

• behavioural issues such as in manner

• absenteeism.
For each of the above, suggest a strategy that could be used for managing poor
performance.

Excellence in performance
So, what about those employees that excel in performance? This can be reinforced through:

reward

recognition

continuous feedback

Continuous feedback as discussed previously could be both informal and formal. Providing day to
day feedback and encouragement and appreciation can boost the morale of employees.
This can increase motivation, encourage innovation, enhance employee satisfaction, retain the
best talent and can provide a positive impact on business performance and reputation.

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Recognition can be carried out through a reward system that is clearly defined and planned. It
should:

• be clearly communicated

• take into account the important achievements of each worker

• improve confidence and self-worth and loyalty among workers

• support in improving and increasing the overall productivity of the business and performance
of staff

• have a combination of both informal and formal rewards (for example, promotions, bonuses,
pay rises, perks such as gym memberships, prizes such as employee of the month)

• regularly evaluated and changed to remain up-to-date and innovative

• not be biased.

It should also be in line with any organisational policies and legal requirements such as anti-
discrimination and equal opportunity.

Activity: Research and discuss

Visit Fair Work Australia website:

https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/fact-
sheets/minimum-workplace-entitlements/ending-employment
Discuss the Fair Work Australia information provided for termination of employment.

• What is the legislation that Australian workplaces are governed by?

Have a look at the interactive Q&A for support in making decisions as an employer
and employee in ending employment situations:
https://www.fairwork.gov.au/how-we-will-help/get-help#/content
Now consider the following and using the website to make a decision:
An employee, Sam has been accused of bullying another employee, Cass and as a
result Cass has made a complaint. Sam says he is just trying to get Cass to do the
work faster and she is taking it the wrong way. Cass is a new employee and is
extremely overweight. She would like Sam to have a warning and to apologise to
her.

Your trainer/assessor will facilitate a discussion about the outcomes from the
research.

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Activity: Role play

Refer back to the performance appraisal you carried out in the previous topic.

• How could you manage the performance of Stacey?

• What performance standards and performance indicators could be used to

support Stacey?

• Assume Stacey has made some improvements and she now always wears her
uniform. How could you recognise this?

• Assume Stacey is still late for each shift. How should you deal with this
underperformance?

If possible, use the same document that you used for the appraisal and add
headings to address the questions above and record the information for the
performance management system.
Submit the document to your trainer/assessor for feedback.

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Section 5: All about meetings
Why do we have meetings?
Meetings are a regular communication method in nearly all businesses. Having a meeting simply
means bringing people together to discuss business things. Meetings may be very informal or
very formal, or somewhere in-between, depending on the culture of the business, and the items
up for discussion.

Some workplaces have a daily morning meeting scheduled before the workday begins – these are
generally very informal; others are very formal, such an Annual General Meeting (AGM). Most
businesses will engage in variety of different types of meetings throughout the weeks, months and
year.
Meetings are held for a variety of
reasons which can include:

• status update meetings

• WHS meetings and toolbox

talks

• team-building meetings

• innovation meetings

• project meetings

• progress meetings

• a meeting to announce
something or launch
Image by Mentatdtg on Pexels
something.

Calling the right type of meeting at the right time

Would you consider having a meeting if the same information could be covered in a memo, email
or brief report? Meetings take up a lot of time, so it’s best to keep meetings to a minimum if
possible and not have one just for the sake of having one – or because it’s always been done like
that.

One of the keys to having more effective meetings is realising if the need for communication is for
one-way information dissemination or requires two-way information sharing. Could an email rather
be sent or a message posted to the intranet board? A meeting might be able to be set up as a
question and answer session after the information has been communicated in another format.
By asking the question "Is a meeting the best way to handle this?" wasted meeting time can be
reduced and the team will be clear that when meetings are scheduled, they are necessary.

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Some meetings are held in other states or cities and require people to travel. In these instances,
it’s best to pose the question: Can we meet online to save resources? It might not always be
possible – but if the global pandemic of COVID19 has taught us anything – it’s that we can think of
new ways of doing things to reduce unnecessary travel. Online meetings can be just as effective as
face-to-face ones.
Being mindful and respectful of other people’s time will also help us to keep meetings to a minimum
and by doing this – when meetings are held – they will hopefully be more impactful and productive.

Differences between formal and informal meetings

Meetings may be informal or formal, or anywhere in-between.
An informal meeting is less heavily planned and regulated than a formal business meeting and
does not include many of the defining features of a formal business meeting, such as minutes, a
Chairperson and a set Agenda. These informal meetings could take place in a in a casual setting,
such as a restaurant or a coffee shop, or at one of the participant’s desks, rather than take place in
a boardroom – these could be as simple as quick catch ups, check ins with the manager or other
colleague or a casual staffroom meeting around the lunchroom table.
Informal meetings may not necessarily follow all the rules of a formal meeting e.g. there may not be
a formal Agenda or minutes.

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When should a meeting be called?
It is important to consider the best use of a person’s time before calling a meeting. There are many
other communication methods that may also be used to discuss business items, for example:
phone, instant messaging and email.
Meetings can take up a lot of time, so it’s best to keep meetings to a minimum if possible and not
have one just for the sake of having one, or because it’s always been done like that.

Before calling a meeting, you should consider if the need for communication is for one-way
information dissemination or requires two-way information sharing. If this information is one-way
dissemination, could an email be sent or a message posted to the intranet instead? In some cases,
this may be a better solution, and then perhaps a meeting might be set up as a question and
answer session after the information has been communicated in another format.

Often, meetings are held in other states or cities and require people to travel. in these instances,
it’s best to question whether the meeting is required to be run face-to-face or if you could meet
online to save resources. Sometimes, online meetings can be just as effective as face-to-face
ones, and can save on time (from travelling), money and other resources.
Being mindful and respectful of other people’s time will also help us to keep meetings to a minimum
and by doing this, when meetings are held, they will hopefully be more impactful and productive.
Next time you are tasked with arranging a meeting, ask yourself the quest whether a meeting is
really the best way to handle the task. By considering all options available, wasted meeting time
can be reduced and the team will be clear that when meetings are scheduled, they are necessary.

Terminology
It is important to understand the different types of terminology used when people talk about
meetings. Below is common terminology that you will come across.

• Agenda: the document circulated (usually ahead of the meeting) setting out the items to be
discussed and other relevant information.

• Chair / Chairperson: the person responsible for conducting the meeting and moving through
Agenda items.

• Quorum: the minimum number of participants that must attend to represent a particular group
for their representation to be counted.

• Proxy: a person who attends a meeting in lieu of another, as their representative.

• Minutes: the information that was discussed at the meeting, usually typed up and distributed in
note form.

• Motion: a formal proposal for something to occur, from a meeting participant.

• Actions: any task that was raised in the meeting which requires action or completion.

• Apologies: any person who was due to attend the meeting but declined their attendance.
Apologies are usually written on the meeting minutes.

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Meetings, ethics and culture
It is important that meetings are conducted in an ethical manner.
Review the Code of Ethics that sets out the general principles of all members of Meetings & Events
Australia for maintaining high standards of professional service and conduct towards clients,
colleagues, employers, employees and the public:
https://secure.meetingsevents.com.au/membershipbenefits/code-of-ethics

There are many ways of holding meetings and businesses will have different procedures for
conducting their own meetings. These procedures may be treated as the ‘rules’ for planning and
conducting meetings.

Consider culture when planning a meeting

Culture can refer to where are a person comes from; but can also refer to the set of norms and
standards within a workplace. Understanding and planning for cultural differences is an important
aspect when planning meetings.

Image by Christina Morillo on Pexels

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For example, you may be hosting a meeting for future clients or partners who come from another
country – likely customs and traditions in relation to meetings will be very different to what we do
here in Australia. In these circumstances, it would be prudent to do some homework on customs
and traditions (even ways of greeting each other, small talk or seating arrangements) to make the
meeting participants feel welcome and comfortable.
Similarly, even meetings between businesses and clients here in Australia may differ due to
internal customs and procedures – so there are variances in norms and practices even in Australia.
Regional and city areas may also differ significantly in their style of meeting, location or
arrangements.

Legal requirements
Some meetings have legal obligations – for example some organisations are required by law to
hold particular meetings such as an AGM.

Activity: Research

1. Research Corporation law for meetings in Australia. What is the Act and its
objective? Find three different examples of regulations derived from the Act that
will influence the way an AGM is held.
2. List down the circumstances that can render a board meeting invalid.

How to plan meetings

When planning a meeting, the following needs to be determined:

• purpose of meeting and objectives • specific needs of any participants

• meeting structure e.g. formal or informal, • specific resources needed for the
structured or unstructured meeting such as projectors or
whiteboards or catering.
• meeting participants

As the person organising the

meeting, you need to make sure
that you are clear on all of the
requirements of the meeting by
discussing this with a manager or
your team and then ensuring that
all the requirements are in place.
For example, you may need to
book the meeting space and
organise food for the meeting.

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Participants
Image by Elevate Digital on Pexels
Only the participants that really
need to be there should be in attendance. A participant may be required because:

• they are required for their input/knowledge

• they can make decisions or are the decision makers

• need to know about the topic being discussed.

Time and Venue

The right venue is important for a successful meeting. It should be:

• free from interruptions/private

• comfortable

• flexible in its configuration

• necessarily equipped

• convenient

• cost effective

• neutral.

Notice of meetings
The requirements for giving notice of a meeting varies between formal and informal meetings.
For all meetings, participants should be advised of meeting arrangements well in advance.

If a formal meeting is being conducted then it is required to give “due notice” or “notice of meeting”.
Without “due notice” the meeting may be legally “null and void”.
Legislation will determine the notice, information that is required to be provided, Agenda,
participants required, timeframe for notice of meetings.

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Preparation
Participants would need to know the following so that they can be prepared for attending the
meeting:

• Agenda

• purpose of meeting

• any documentation required for the meeting

• access to documentation if required

• expectations of the participant at the meeting

• time, location, venue, length of meeting, catering, if payment is given for attending the
meeting.

Cancellation of meetings
Informal meetings are often cancelled and participants
notified accordingly, however, for some types of formal
meetings the legal implications are that once formal
notice has been given for a meeting it is required to go
ahead and cannot be cancelled.

Virtual meetings
The global pandemic of COVID-19 has taught us many
things, but in relation to business and the way we
interact with the world, it’s taught us to rethink the way
we use resources and that many things can be done
virtually that we didn’t think possible before. Artists are
sharing their music online (even playing with band
members and singers in different houses), training and
fitness professionals are sharing workouts online, and
business meetings are being conducted online.
Virtual meetings can work very well when participants
are separated by distance. Virtual meetings can be
conducted through teleconferencing or video
conferencing and there are numerous types of software
that can be used to enable such meetings. Image by Cottonbro on Pexels

Read more about virtual meetings at:

https://work.chron.com/types-virtual-meetings-15729.html

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Agenda
An Agenda should be designed so that all the important and relevant points to be dealt with are
listed in a relevant order with the right amount of time allocated. An Agenda should be well planned
and allow enough time for each topic to be discussed as well as enough time for the overall
meeting including breaks, discussion, etc.
Some Agendas require input from participants before the meeting can be planned. Some planning
may include:

• incorporating any questions or concerns raised at previous meetings

• consultation with the Chairperson or person holding the meeting

• reference to the previous minutes so that it includes all items requiring following up.
The Agenda should be distributed in advance to allow any preparations required.
Agendas usually have an ordered sequence which can sometimes require logical planning. Some
factors to consider include:

• the participants that are attending

• the purpose of the meeting

• what discussions the meeting may produce

• the types of decisions required

• how people interact within meetings

• the reasons for including certain topics

• the order of the topics under discussion.

You can usually decipher the tone of a meeting by its Agenda. For example, you may expect a
meeting will be formal if the Agenda contains formal language and a fancy layout. You may
expect a meeting to be informal if the Agenda is casual and flexible. Either way, all should arrive
at the meeting prepared to contribute professionally.

Agenda Structure
An Agenda varies according to the type of meeting that is being planned. The Agenda may also set
the tone of the meeting and provide people with information on the type of meeting to be held and
its purpose.
An Agenda will typically include the following information:

• list of attendees and apologies • documents/correspondence or reports

handed out
• overall description of purpose of meeting
• a list of topics under discussion for this
• a welcome note
meeting
• minutes of previous meeting
• topics for discussion
• any actions or topics to be added to the
• any other business
Agenda
• date of next meeting.

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It is a good idea for an Agenda to also include the following information. This will help to ensure that
the meeting is kept on time, that the relevant subject matter experts are available to contribute, that
actions are recorded and followed up and that people leave the meeting with accountability for
particular actions:

• suggested time allocations for each topic

• draft motions

• actions required

• participants responsible for actions

• space for note taking.

It is a good idea to spend the time to create a good Agenda template that suits the needs of your
business and the purpose of the meeting. The template can then be saved and used over again,
providing a consistent expectation from participant’s, and also creating a culture and rhythm for
your meetings. The template can be added to and improved over time as you see what works or
can be left out.

In any case, the Agenda should be:

• easy to follow

• easy to read

• clearly structured

• simple font and text

• a list of numbered Agenda items

• estimated times for discussing

each item

• clear indication of start, finish

break and lunch times.
Image by Moose Photos on Pexels
With formal meetings the Agenda is far stricter:

• the Chairperson cannot alter the order of the Agenda unless consent is given by participants

• a motion to suspend the standing orders to allow the altering of the Agenda must be put and
carried before the sequence can be changed.

• the addition of other items for business also requires notification

• legal requirements do not allow resolutions to be passed on items of business without notice.
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Reports and documentation

These need to be prepared and sent out with the Agenda and minutes of the previous meeting. In
some cases, in formal meetings this could be critical as Directors can have personal legal liabilities
relating to their decisions.
All documentation, including the Agenda and minutes should be checked and approved before being
issued. This is not only professional but also could be an issue for any legal requirements.

If participants are required to prepare for the meeting with any documentation provided by the
meeting coordinator then this should be sent to participants with the notice of meeting and Agenda.
In formal situations if these are not received, they may be tabled late. Although they can still be
distributed at the meeting it does not allow participants time to consider what has been presented to
them properly. A policy decision to defer motions on tabled papers until the following meeting can be
made.
Documents should also be prepared and made available at the meeting if necessary, for those who
did not bring them, or those who were away or could not print them out. It would probably be more
likely that these are available online or via a USB. Organisations may have policies and procedures
on any formal requirements for meetings.

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Section 6: Leading effective meetings

The difference between effective and ineffective meetings
Effective meetings help generate enthusiasm. For example, brainstorming ideas and coming to
collaborative decisions. If meetings are not held in an effective way, for example, kept interesting and
engaging, then participants will quickly become bored and less enthusiastic about attending future
ones.

In an effective meeting, all participants' ideas are heard, decisions are made through group
discussion and with reasonable speed, and activities are focused on desired results.

Effective meetings require an effective Chair and willing participants. An effective Chair understands
the purpose of a meeting, makes sure that all participants understand this purpose, helps keep the
discussion on track, works with participants to carry out the business of the meeting in the time
allotted, and tries to ensure that everyone is involved appropriately in discussions.
These responsibilities often require the Chair, or other leader to distribute an Agenda and other
written materials prior to a meeting.

Willing participants come to a meeting prepared for the business at hand. They have reviewed the
paperwork provided to them beforehand and come ready to share ideas about key issues and
questions they have thought of prior. They also bring to the table their best listening skills and group
manners: taking turns when talking, staying on the point of discussion, and helping to move decisions
forward.

Ineffective meetings could be due to several factors such as:

• a poorly structured Agenda: objectives for the meeting should be specific and clear.

• taking too long discussing one point: a time should be set for each point for the Agenda.

• keeping the attendees focused: rules should be set for people texting, emailing, taking calls
during a meeting so that they remain focused.

• lack of preparation: ensuring any documentation referred to is available for all attendees; some
preparation by attendees may not be undertaken which would also interfere with the progress of
the meeting.

• Indecision: points on the Agenda not being agreed upon.

• meeting takeover by dominant members: a Chair or similar should be appointed to manage the
meeting.

• time management: starting late, finishing early, people arriving late and leaving early.

Ineffective meetings may be due to several factors but is usually the result of poor planning. This
may be in relation to the purpose of the meeting, whether the selected participants were the right

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people, timing, or even catering. An ineffective meeting can waste valuable time, leaving the
participants frustrated and annoyed.

When scheduling meetings, always spend time on

planning properly. The more properly planned a
meeting is, the better it is likely to go. You will not be
able to plan for all scenarios, however if you can
imagine the results you wish to achieve at the meeting,
you will be able to structure the meeting in a way that
allows for the highest chance of success.
Staying on track at the meeting is also imperative to a
successful meeting. Bringing people together to
discuss items can certainly be a recipe for diverging
subjects and issues, purely by accident. Whilst this
conversation may be interesting and even relevant to
your business, it can mean your meeting goes off track
and off time. To ensure this doesn’t happen, stick to
your Agenda and the relevant timings. The Chair
should be confident to bring people back to relevant
subject matter and remind them of their timing. It is part
of the Chair’s job to ensure the meeting stays on track
and time. By doing so, the meeting is more likely to be
effective.
Image by Christina Morillo on Pexels

Activity: Research and discuss

Use the following websites to discuss the approach to minute taking, including
developing minutes, checking minutes and storing and distributing minutes within
required timelines.
http://www.effectivemeetings.com/meetingbasics/minutes.asp
https://www.skillmaker.edu.au/minute-taker/
http://www.wikihow.com/Take-Minutes
http://careerplanning.about.com/cs/communication/a/minutes.htm
http://knowledge.wildapricot.com/display/communications/How+To+Write
+Effective+Meeting+Minutes
Download a template or sample minutes and discuss the structure, layout and
recording of them.

Set up a template to be used for the next activity. In pairs, develop a short brief that
could be used for briefing a minute taker.

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Group dynamics
Group dynamics play a major role in teams.

Activity: Read and discuss

Review the following article about team dynamics:

https://www.mindtools.com/pages/article/improving-group-dynamics.htm
Take notes and discuss in small group.
Research the following roles that can realise in a group:

• Initiator

• Clarifier

• Dominator

• Degrader

• Distractor

• Supporter

• Gate Keeper

Leading virtual meetings

The global pandemic of COVID-19 has taught us many things, but in relation to business and the way
we interact with the world, it’s taught us to rethink the way we use resources and that many things can
be done virtually that we didn’t think possible before. Artists are sharing their music online (even
playing with band members and singers in different houses), training and fitness professionals are
sharing workouts online, and business meetings are being conducted online.

Activity: Watch

Tripp Crosby: Conference Call in Real Life. This clip shows a video conference as it
would happen if everyone was actually in the room.
Video: https://www.youtube.com/watch?v=z_tiqlBFjbk (03:25)

Activity: Research and discuss

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Define the following, in terms of conducting a meeting and list the advantages and
disadvantages of each:

• synchronous meetings

• asynchronous meetings

Activity: Research and discuss

Virtual meetings using collaboration software is generally used when participants are
dispersed over a large geographic area.

• Research on the Internet for software being used today and register for a trial.

• Investigate the features of the software and provide a summary of it to present

to class.

• Discuss software you have used and ways you kept in touch during the global
pandemic.

Activity: Practice

In pairs, practice using the meeting software and holding an engaging, well
organised and effective meeting. You can meet with a friend or classmate online
about any topic you choose.

Activity: Practical

This role-play requires preparation and attendance of a meeting from both the
trainer/assessor and students.

• Prepare for a meeting to be held in either the classroom, or online.

• You will be the attendees and will also be able to practice being the chair.

• The class should be divided into small groups of three or four.

• Timings would be approximately one day for preparation and one day for
meetings and follow up.

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Instructions for Students:

1. Prepare an Agenda:

• Identify the participants for a meeting;

• State a date, time and venue;

• List the items for the agenda; each participant is to have at least one matter
to address.

• Send the agenda via email to all participants to invite them to the meeting

2. Prepare a Meeting Preparation Statement that identifies:

• The way the room should be appropriately laid out, with the right equipment
stated

• Catering arrangements

• A list of protocols that participants should follow (consider the video

conference participants in particular)

• How a chair would manage any conflicts arising in the meeting

3. Attend a meeting

• Each group should conduct their meeting in front of the rest of the class.

• Each student should take notes to use for minutes for at least one meeting.

4. Minutes

• Type up the minutes taken for the meeting attended from your notes.

• You are to check your own work and then swap your minutes with another
student and practice checking minutes of another student. You should
check that the minutes are an accurate representation of the meeting
(based also on the notes provided) and that there are no spelling or
grammatical errors. Notes can be made on each document with a pen and
then handed back to the student who prepared the minutes.

You should submit:

• An Agenda

• A Meeting Preparation Statement

• Minutes

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