BSBLDR522 Slideshow 22-02-21

BSBLDR522
Manage people performance

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Topic 1: Allocating work
BSBLDR522 Manage people performance © 2021 RTO Works

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• 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.

Topic 1: Insert topic title
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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)

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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.

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ACTIVITY: DISCUSS
What is the difference between allocating and delegating work?
Your trainer/assessor will facilitate a discussion.

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ACTIVITY: READ
Review both of these tools at the following links:
Wrike:
https://www.wrike.com/vb/?utm_expid=75732941-113._QwudDuLQTa0farhZW-FBA.2
Slack: https://slack.com/intl/en-au/

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ACTIVITY: BRAINSTORM
Brainstorm a list of steps that could be followed to allocate work successfully.

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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.

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STRATEGIC PLANNING
• Strategic planning is an organisational management activity used to set
priorities, and direct energy and resources.
• 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.

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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.

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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.

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SMART GOALS
• Specific
• Measurable
• Achievable
• Realistic
• Timed

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OPERATIONAL PLANS AND WORK PLANS

• Work plans are usually based on high level planning documents such
as an operational plan, which in turn is developed from the strategic
plan.
• An operational plan includes detailed actions to achieve the objectives
of the organisation.

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CREATING A WORK PLAN

Generally, a work plan will include:
• Purpose
• Performance objectives
• Activities to achieve objectives
• Timelines for activities
• Performance measures.

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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.

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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.

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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.

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ACTIVITY: DISCUSS
Discuss or review the following examples of performance standards:
• http://uhr.rutgers.edu/uhr-units-offices/consulting-staffing-compensation/sample-perf
ormance-standards/sample-performance-4
• http://www.case.edu/finadmin/humres/attachments/Standards%20of%20Performanc
e%20revised%200311F.pdf
• https://www.unr.edu/Documents/administration-finance/hr/hr-performance/developin
gworkperformancestandards.doc

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KEY PERFORMANCE INDICATORS (KPIS)

• KPIs are measurable values demonstrating how effectively objectives
are being achieved.
• They identify the measurement of performance of a program or
business activity and is expressed as a percentage, index, rate or other
comparison.

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ACTIVITY: READ AND DISCUSS

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

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RISK ANALYSIS
A risk is an event or circumstance that could happen that would result in a
negative effect on the business.
Common business risk categories include:
• Strategic risks • Operational risks
• Compliance risks • Environmental risks
• Financial risks • Reputational risks

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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.

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

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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.
What risk management strategies could you employ to support the privacy,
confidentiality and security of data and information in an organisation?

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Topic 2: Assessing performance

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To assess performance an organisation can use performance

management strategies to monitor, evaluate and improve performance.

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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.

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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)

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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.

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ACTIVITY: READ
Use the links to find out information on legislation relating to performance
management.

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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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CONDUCTING PERFORMANCE MANAGEMENT

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

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

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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.

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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.

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CONDUCTING PERFORMANCE REVIEWS

some simple steps for conducting performance reviews:
• both employer and employee should be prepared for the review
• 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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CONDUCTING PERFORMANCE REVIEWS

some simple steps for conducting performance reviews:
• concentrate on the performance and be based on fact not opinion
• analyse performance jointly and objectively
• agree on objectives, which are achievable and measurable.

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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?

Your trainer/assessor will facilitate a discussion.

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Refer to the following articles to discuss methods used in appraisal:
• https://corehr.wordpress.com/performance-management/performance-appraisal-met
hods/
• 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

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• 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.

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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.

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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.

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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.

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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.

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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.

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Topic 4: Following up on performance

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PERFORMANCE IMPROVEMENT PLANS

After an appraisal, it may be identified that an employee requires further
development in certain skills or areas.

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

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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 0zpwxg0Aa
P9owuSUyO8
(06:55)
Note down any key takeaways.

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Fair Work Australia provides guidelines for the best practice in dealing with
underperformance or poor performance.
Discuss the Australian Catholic University’s procedures for management of poor
performance.
Discuss the factors that lead to poor performance in the workplace.

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RESPONDING TO UNDERPERFORMANCE
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.

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

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EXCELLENCE IN PERFORMANCE
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.

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Read through the links and undertake the tasks provided for this activity.

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ACTIVITY: ROLE PLAY

• 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?


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BSBLDR522

Manage people performance

Topic 1: Allocating work

BSBLDR522 Manage people performance © 2021 RTO Works

• To be a good manager, you need to manage people well and it is a skill

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

TACTICAL PLANNING (MIDDLE MANAGEMENT)

Topic 1: Allocating work

OPERATIONAL PLANNING (FIRST LINE OF MANAGEMENT)

Topic 1: Allocating work

Topic 1: Allocating work

OPERATIONAL PLANS AND WORK PLANS

Topic 1: Allocating work

CREATING A WORK PLAN

Topic 1: Allocating work

ACTIVITY: RESEARCH AND DISCUSS

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

Topic 1: Allocating work

KEY PERFORMANCE INDICATORS (KPIS)

Topic 1: Allocating work

ACTIVITY: READ AND DISCUSS

Topic 1: Allocating work

Topic 1: Allocating work

PREPARING A RISK MANAGEMENT PLAN

Topic 1: Allocating work

Topic 1: Allocating work

ACTIVITY: RESEARCH AND DISCUSS

Topic 1: Allocating work

Topic 2: Assessing performance

BSBLDR522 Manage people performance © 2021 RTO Works

To assess performance an organisation can use performance

Topic 2: Assessing performance

Topic 2: Assessing performance

Topic 2: Assessing performance

Topic 2: Assessing performance

Topic 2: Assessing performance

UNDERSTANDING THE PERFORMANCE MANAGEMENT AND

Topic 2: Assessing performance

CONDUCTING PERFORMANCE MANAGEMENT

Topic 2: Assessing performance

Topic 2: Assessing performance

MONITORING AND EVALUATING PERFORMANCE

Topic 2: Assessing performance

Topic 2: Assessing performance

CONDUCTING PERFORMANCE REVIEWS

Topic 2: Assessing performance

CONDUCTING PERFORMANCE REVIEWS

Topic 2: Assessing performance

ACTIVITY: READ AND DISCUSS

What type of behaviour should be observed when monitoring performance?

Topic 2: Assessing performance

ACTIVITY: READ AND DISCUSS

Topic 2: Assessing performance

Topic 3: Providing feedback

BSBLDR522 Manage people performance © 2021 RTO Works