Manage

meetings

BSBTWK503
What is a meeting?

• A meeting is a situation when

two or more people or
stakeholders meet to discuss a
predetermined topic, issue or a
specific purpose such as
planning.
 Informing Meetings

Types of Consulting Meetings

meeting Problem-solving Meetings

Decision-Making Meetings
CHAPTER • Develop agenda according to meeting

1: purpose
• Establish and verify meeting requirements
with relevant individuals
PREPARE • Contact and confirm meeting with
participants according to organisational
FOR procedures
• Provide meeting papers to participants
MEETING according to task requirements.

S
 • Step 1: Know the meeting type to be
Preparing for arranged
a meeting • Step 2: Understand the meeting objectives
and participants
• Step 3: Prepare a meeting agenda
• Step 4: Determine meeting location
• Step 5: Consider potential obstacles
 • A meeting agenda is a meeting plan that
should be shared with the meeting

1.1Develop
attendees.
• A meeting agenda includes the
information regarding the key topics to be
agenda discussed, a list or sequence of activities
planned or both.

according • Simple agendas are formatted as simple

bulleted lists.

to meeting
• More complicated agendas include more
detailed topic descriptions, expected
outcomes for each item of discussion and

purpose reference material such as notes, reports

or proposals for review before the
meeting.
 • The purpose of the meeting is based on the type of
Meeting meeting to be conducted and the reason for conducting
the meeting.
purpose and • Examples of meeting purpose can be:
objectives • Discussion forum for internal or external clients
• Planning and development of a project
• Progress of a project
• Range of business items
• The setting of enterprise or team goals
 S – Specific.

M – Measurable
Meeting
objectives A - Attainable
should be: R – Relevant

T – Time-based
 Difference between purpose and objectives

Purpose
Purpose is broad
The purpose has general intentions
Purpose in intangible
Purpose is abstract
Purpose can’t be validated
Objectives
Objectives are narrow
Objectives are precise
Objectives are tangible
Objectives are concrete
Objectives can be validated
How to develop the meeting agenda
according to the meeting purpose?

• Identify the meeting’s goals.

• Ask participants for input.
• List the questions you want to
address.
• Identify the purpose of each task.
• Estimate the amount of time to
spend on each topic.
• Identify who leads each topic.
• Leave time to end each meeting
with a review.
1.2 Establish • After developing the agenda for the meeting,
you must establish and verify meeting
and verify requirements with the relevant individuals to
ensure the meetings flow smoothly.
meeting • The relevant individuals can be:
requirements • Supervisors
with relevant • Departmental Managers

individuals • Team Leaders

• Operations coordinator
• Suppliers
• Minute takers
 • Booking an appropriate venue
• Deciding on process for recording
of meeting
• Establishing costs and operating
Establishing within a budget
• Identifying any specific needs of
and verifying participants

meeting • Organising accommodation and

transport

requirements • Organising appropriate

communication technology
• Organising catering
• Organising a minute taker
• Preparing relevant documentation
for participants
 • Meeting areas and accommodation in the same building.
• Is close to transport, city shops, parks or some natural resort
for the enjoyment of leisure time
• Is close to cheaper and alternative accommodation
• Contains a suitable area for any exhibitions near the main
Venue lecture hall and can be soundproofed.
• It should be large enough to have coffee breaks and luncheons
requirements in the exhibition area

for a meeting • Provides in-house audio-visual facilities to be used in

conjunction with an outside contractor and, if necessary, have
a registration and information area where the meeting
secretariat can be established.
• Has an area for speakers’ audio-visual preparation
• Has a functions manager, who is the immediate venue contact
before and during the meeting.
• Provides adequate security for the meeting, secretariat and
guests
 Different meetings serve different purposes.
1.3 Contact
and confirm The participants of the meeting will vary based on
meeting with the purpose of the meeting.

participants
For some meetings, it is easy to identify the
according to participants.
organisationa
For examples, for a health and safety consultation
l procedures meeting, all the Health and Safety Representatives
(HSRs) will participate in the meeting.
 • Having knowledge and
The understanding of the issues to be
discussed

participants • Having the authority to take

decisions

of the • Affected by the decisions during

the meeting

meetings • Committed to solve the problem

• Willing to listen to the views of
should be others
• Having expertise and knowledge
those: of legislative requirements
 • E-mail
• Fax
Methods to • Memo
contact and • Bulletin or notice board
conform • Word of mouth

meetings with
the participants
 1.4 Provide • Meeting papers are the documents
meeting required to conduct a meeting.
• Some of the meeting papers, such as the
papers to agenda and minutes, are requirements of
a formal meeting.
participants • Other meeting papers depend upon the
agenda of the meeting.
according to • The meeting papers should be provided
task to all the participants of the meeting.

requirements
 Meeting papers are designed to ensure that the
meeting participants are well informed regarding the
purpose of the meeting and the topics to be covered
during the meeting.

Purpose of Meeting papers provide the participants with an

advanced warning about what is going to happen in the
meeting.
meeting
papers This will ensure that the participants have enough time
to prepare.

This also helps to provide clarification after the

meeting.
Different
types of
meeting • Notice

papers • Agenda
• Minutes
• Policy Documents
CHAPTER • Chair meetings according to
organisational requirements, agreed
2: conventions for type of meeting and legal
and ethical requirements

CONDUCT • Promote participation, discussion,

problem solving and resolution of issues

MEETING • Brief minute-taker on method for

recording meeting notes

S
Process of running
an effective meeting
• Planning the meeting
• Conduct the meeting
• Evaluate the meeting
2.1 Chair A good chair will help
meetings the meeting to run
according to
organisational smoothly and efficiently.
requirements,
agreed
conventions for The person who chairs
type of meeting
and legal and the meeting is generally
ethical referred to as a
requirements ‘Facilitator’.
 • All the topics are discussed

The facilitator • Everyone's views are heard

• Clear decisions are reached
ensures that: • The meeting starts and finishes on time
 • To chair a meeting effectively, you need to
plan the meeting.
• Ask yourself the following before the
meeting:
Before the • Purpose of the meeting

meeting
• End results you want to achieve
• Topics of discussion during the meeting
• Information requirements to inform the
discussion
• Relevant speakers for the meeting
• Meeting papers to be distributed
 How will • Ask people to speak ‘through the chair’.

your meeting • Don’t interrupt other people.

• Stick to the item on the agenda.
be run? • Don’t talk amongst yourselves.
• Respect other people’s views.
• Keep contributions short and to the point.
• Start and finish the meeting on time.
 The key tasks of the chair or facilitator during
Chairing the the meeting are:
meeting 1. All the topics are discussed
2. Involve everyone
3. Reaching decisions
4. Dealing with difficult people
 Be honest

Ethical Be fair.

requirement Listen.

s for Seek the truth (with some degree of focus).

conducting a Remember the interest of your stakeholders.

meeting Be patient.

Try to understand the situation from their perspective.

 • Whether there are strict
requirements to hold meetings or
special rights to call a meeting
• Providing proper notice (time
Legal periods, content of notice and
required recipients)
requirements • Meeting quorums (minimum
number of people present to
for make a meeting valid)
• How and when to adjourn
conducting a meetings
• Voting rights (and proxy rights)
meeting • Meeting resolutions, and
• Keeping and storing meeting
minutes.
2.2 Promote
participation,
discussion,
problem
solving and • The most important aspect of chairing the meeting is to
resolution of promote participation, discussion, problem-solving and
resolution of issues.
issues
To promote
Address the source of silence
participation,
discussion, Encourage collaboration
problem-
solving and Let people volunteer to speak up
resolution of Ensure equal participation in meetings
issues, you, as a
chairperson, Show that you care
need to: Facilitate conversation through questions
 Questions
that can
spark more • Can you tell me more?
• Why do you think that’s happening?
exciting • What am I missing?
conversation • If you had the freedom to change anything,
what would you change?
? • How does the team feel? How does the team
want to feel?
• What’s moving us backward? Why?
 Problem
solving and • Step 1. Identify the issues
• Step 2. Understand everyone’s interests

resolution • Step 3. List the possible solutions

• Step 4. Evaluate the options and select

of issues the best option

 2.3 Brief
minute-taker
on method • Minutes taker is an attendee or a co-worker that record
minutes of a meeting.
for recording • The minute-taker may be a professional who takes notes or
meeting notes an active participant in the meeting who has been
allocated the role for that specific meeting.
 • A minute-taker in charge of taking the
meeting minutes.

Purpose of • These minutes provide a formal account

of:

a minute • Who was at the meeting?

• What was discussed?

taker • What actions were agreed upon?

• Who would carry out these actions?
• Having a minute-taker helps to prevent
each attendee from having to prepare
their own formal notes.
 Roles and • The minute taker must keep an accurate record
of what happened at the meeting and what
responsibiliti decisions were made.

es of a minute • They must take notes in an impartial way and

they must not try to impose their own opinions
taker into the notes which have been taken.
• The minute taker must prepare and distribute a
formal version of their notes as soon as
possible after the meeting is over.
• They must distribute their formal minutes in
good time before the next meeting, so that
attendees will have chance to consider them.
How to brief minute-taker on method for
taking notes?

The chairperson must brief the minute-taker on the procedure to

record the minutes of the meeting.

Before each meeting, the chair or facilitator should thoroughly brief

the minute-taker on the method for taking notes.

When briefing the minute-taker, ask them to focus on the key facts,
decisions taken, and agreed-upon actions during the meeting.

They need to know from the start the key expectations.

Brief the minutes’ taker regarding the following:

• Brief them on the meeting minutes template.

• Tell them to take notes on the key facts, decisions taken and agreed on
actions during the meeting
• Avoid irrelevant things
• Document all important points, dates, action items and decisions that
occur in the meeting.
• Use bullet points to highlight key discussion points.
CHAPTER • Review meeting minutes and edit, as
3: required
• Distribute and store minutes and other
FOLLOW follow-up documentation within
designated timelines, and according to

UP organisational requirements
• Report outcomes of meetings, as
required, within designated timelines
MEETING
S
 • Meeting follow up are the activities conducted after the
meeting.
• After the meeting, the chair or the facilitator follows up by
Meeting sending the meeting notes and other necessary meeting
papers and request them for their feedback.
follow up • If the meeting’s outcomes require evaluating the action
items’ further progress, the facilitator may further schedule
regular follow-up meetings to track progress.
 Meeting minutes are written records of the
3.1 Review meeting’s details and the conversation that took
place during the meeting.
meeting
minutes and They are used to:

edit, as required
Inform the key stakeholders of the discussion
conducted and the decisions taken during the
meeting.

To keep track of the key decisions during the

meeting to revisit them and use them for future
decisions.
Purpose of
Meeting • Decisions made (motions made, votes, etc.)
Minutes • Next steps planned
• Identification and tracking of action items
Steps
involved in Pre-planning
documentin
g and Record taking - at the meeting
reviewing Minutes writing or transcribing
meeting
minutes Reviewing meeting minutes
 3.2 Distribute and store minutes and
other follow-up documentation within
designated timelines, and according to
organisational requirements

After the meeting minutes have

It is essential to follow these
been prepared, they must be
guidelines to allow
distributed and stored in
management enough time to
accordance with the
action a change. Generally, the
designated timelines and
meeting minutes are
according to organisational
distributed within 24 hours.
requirements.
Distributing or
sharing • After the meeting, meeting minutes and
meeting other follow-up documentation such as the
Implementation plan or project status report
minutes and must be distributed to the participants and
other follow-up essential non-participants of the meeting.
• This can be best done using online sharing
documentation and cloud sharing.
 Online sharing

This method of This method is

sharing or distribution beneficial as a hard
depends on the tool copy of documents
that your organisation can create a pile of
use. papers.
 • If your organisation is using a cloud-based management
system, you can simply publish the minutes as a web page
Cloud and give access to the participants considering the
organisational requirements.
sharing • Through members-only webpages, you can create a secure
online intranet for the board and committees.
 Tools for meeting minutes and
follow-up documentation

Google Meeting
One Note
Docs Mix
 • After finalising the meeting, you should
3.3 Report report the meeting’s outcomes to the
relevant body, such as Senior
outcomes of management.

meetings, as • To report the outcomes of the meeting,

you need to prepare a meeting report to
provide information regarding the
required, discussion that transpired during a
particular meeting.
within • Different entities can use different kinds

designated of formal reports for meeting to track the

items that they need to execute,
remember, or implement.
timelines
 The reports must
be provided • Contractual obligations
within designated • Formal timeframe set by the organisation
timelines. These • Informal timeframe set by the administrative
organiser
timelines can be: • Project time lines
• Statutory requirements (e.g. For annual
general meetings)
• Timeframe decided by participants
Any Questions?