BSBLDR522 Student Guidebook.v1.0

STUDENT
GUIDE
BSBLDR522
MANAGE PEOPLE
PERFORMANCE
BSBLDR522 Manage people performance Student Guide
Contents
Overview 3
Topic 1: Allocating work 4
Topic 2: Assessing performance 12
Topic 3: Providing feedback 18
Topic 4: Following up on performance 22
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Version: 1.0 Last Updated: Feb 2022 Next Update: Feb 2023 Page 2 of 26
Overview
The Student Guide should be used in conjunction with the recommended reading and any further
course notes or activities given by the trainer/assessor.
Application of the unit

This unit describes the skills and knowledge required to manage the performance of staff that are
direct reports.
The unit applies to individuals who manage people. It covers work allocation and the methods to
review performance, reward excellence and provide feedback. The unit makes the link between
performance management and performance development and reinforces both functions as a key
requirement for effective managers.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Learning goals
Learning goals include:
• You are able to allocate work to groups and individuals.
• You are able to review and assess performance using performance standards and
performance indicators.
• You are able to provide informal feedback and document and conduct formal feedback.
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Topic 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.
Activity: Watch
The following video on how not to manage people provides an interesting look at
how not to manage people as a way of introducing this unit.
Video: https://www.youtube.com/watch?v=dnbf2pqyeQo (04:14)
In this topic, 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.
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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 • availability of individuals
• cost effectiveness • professional development opportunity
• focussed on outcomes • interest.
• skill set of individuals
Activity: Discuss
What is the difference between allocating and delegating work?

Your trainer/assessor will facilitate a discussion.
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/
Activity: Brainstorm
Read the following scenario:

At a community run canteen there are four volunteers working behind the scenes
and three helpers to open and serve food on the day of trading. The behind-the-
scenes workers are required to:
• Create a list of stock required
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• Order and collect stock from the supermarket
• Stock the canteen
• Ensure that the canteen is clean and tidy
• Bank the cash made from the day’s takings
• Open and shut the canteen on the day of trading.

Brainstorm a list of steps that could be followed to allocate work successfully.
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.
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.
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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.
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 • Activities to achieve objectives
• Performance objectives • Timelines for activities
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• Performance measures.
Activity: Research and discuss
Using the canteen scenario, write out a work plan that could be used for the
volunteers for a typical week. For further information on writing a work plan visit:
http://www.wikihow.com/Write-a-Work-Plan
Your trainer/assessor will facilitate a discussion about the outcomes from the
research.
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.
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• It is important that all work is saved with an appropriate file name, in a relevant folder and
stored on the network drive.
• 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
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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.
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 • controlling risk
• accepting risk • deflecting risk.
Preparing a risk management plan
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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.
Research three examples of risks relevant to managing people. Assess each risk for
its impact and suggest measures that could be put in place to treat these risks.
Write up these risks on a risk management plan template.
Example risk management plans can be found here:
https://www.acs.asn.au/wcm/documents/ACS%20Website/About
%20ACS/ACS%20Consultancy/Risk%20Management%20Plan%202012.pdf
https://www.clarence.nsw.gov.au/page.asp?f=RES-TRV-45-30-11
What risk management strategies could you employ to support the privacy,
confidentiality and security of data and information in an organisation?
Your trainer/assessor will facilitate a discussion where you can share your results.
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Topic 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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Activity: Watch
Watch the following introduction to performance management: to developing &

managing performance management systems.
Video: http://www.youtube.com/watch?v=LC7bWCEtyHc (02:03)
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/
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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.
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,
Activity: Read
Review the stages of the performance management process:

http://www.prismvs.com/main-stages-of-the-performance-management-cycle.html
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.
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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.

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
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• 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.
Activity: Read and discuss
Review the following articles:
• http://www.successfactors.com/en_us/lp/articles/optimize-performance-
management.html
• http://www.10mmt.com/2012/performance-review/how-to-monitor-staff-
performance-against-performance-objectives/
What type of behaviour should be observed when monitoring performance?
Activity: Read and discuss
Refer to the following articles to discuss methods used in appraisal:
• https://corehr.wordpress.com/performance-management/performance-
appraisal-methods/
• http://www.humanresources.hrvinet.com/performance-appraisal-methods/
The trainer/assessor will facilitate a discussion about the outcomes from the
research.
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Topic 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 • empathy

receiving feedback
• ability to be objective
• reflection through paraphrasing,
• fair, patient, tolerant, firm
summarising, and questioning
• realistic on expectations.
• ability to provide constructive feedback
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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
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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Topic 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: Watch
Click on the following link to view a YouTube clip that demonstrates how to identify
performance gap training and development.
Video: http://www.youtube.com/watch?v=ym7t33WPb9s&list=TLzmaGXrgjcysAW
0zpwxg0AaP9owuSUyO8 (06:55)
Note down any key takeaways.
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.
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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.
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.
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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STUDENT

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Application of the unit

• You are able to allocate work to groups and individuals.

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Topic 1: Allocating work

• impact staff morale and motivation which influences productivity

• be critical during periods of transition

• be key to successful project change management.

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• work priority • availability of individuals

• cost effectiveness • professional development opportunity

• focussed on outcomes • interest.

• skill set of individuals

What is the difference between allocating and delegating work?

Review both of these tools at the following links:

Read the following scenario:

• Create a list of stock required

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• Order and collect stock from the supermarket

• Stock the canteen

• Ensure that the canteen is clean and tidy

• Bank the cash made from the day’s takings

• Open and shut the canteen on the day of trading.

Tactical planning (middle management)

Operational planning (first line of management)

• the goals of the team or department

Specific goals Actions needed to achieve goals Human resource requirements

Physical resource requirements Budget requirements Time required to achieve goals

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

Creating a work plan

• Purpose • Activities to achieve objectives

• Performance objectives • Timelines for activities

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Activity: Research and discuss

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

• evaluate effectiveness of employees

• indicate level of training/development

• provide information for future planning

Performance standard examples:

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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:

Key performance indicators (KPIs)

Activity: Read and research

Refer to the following article on key performance indicators:

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• avoiding risk • controlling risk

• accepting risk • deflecting risk.

Preparing a risk management plan

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Activity: Research and discuss

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Topic 2: Assessing performance

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

Vision, mission, strategy

Planning Recruitment Training/coaching Monitoring

The objectives of a performance management system are to: