onlbsbmgt502b assessment tasks 22 mod

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ASSESSMENT TASKSUnit of competency: BSBMGT502B Manage People Performance

Student’s full legal

Assessor’s name:

ASSESSMENT INSTU!TI"NS

"#er#ie$Prior to commencing the assessments your assessor will explain each task and the terms andsumission of your task! Please consult your assessor if you are unsure of any "uestions! #t isimportant that you understand adhere to the terms and conditions and addresses fully each task!#f any task # not fully address than your assessment task will not e marked! The assessor willsupport you throughout this process!

%ritten $or& The assessment tasks are used to measure your understanding and underpinning skills and

knowledge of this unit of competency! $hen answering please ensure you address each criteriaand su point% demonstrate your research each of the "uestions and co&er the topic in a logicaland structured manner!

Acti#e participation#t is a condition of enrolment that you acti&ely participate in your studies! 'cti&e participation iscompleting all tasks on time! #f you do not participate you will e re"uired to report to StudentSer&ices (oordinator

'lagiarismPlagiarism is taking and using someone else)s thoughts% writings or in&entions and representingthem as your own! Plagiarism is a serious act and may result in a student*s exclusion from acourse! $hen you ha&e any douts aout including the work of other authors in your assessment%

please consult your trainer+assessor! The following list outlines some of the acti&ities for which astudent can e accused of plagiarism,

• Presenting any work y another indi&idual as one)s own unintentionally

• -anding in assessments markedly similar to or copied from another student

• Presenting the work of another indi&idual or group as their own work

• -anding in assessments without the ade"uate acknowledgement of sources used%

including assessments taken totally or in part from the #nternet

#f it is identi.ed that you ha&e plagiarised within your assessment task% then we will organise ameeting to discuss this with you!

!opyrig(t /ou must e careful when copying the work of others! The owner of the material may take legal

action against you if the owner)s copyright has een infringed! /ou are allowed to do a certainamount of copying for research or study purposes! Generally% 01 or one chapter of a ook isacceptale% where the participant is studying with% or employed y% an educational institution!

!ompetency "utcome There are two outcomes of assessments, SSatisfactory and 3S 3ot Satisfactory! /ou will eawarded ((ompetent if you ha&e completed all tasks!

Assessment appeals process

BSBMGT502B 'ssessment Task 4! of 26

Issued 3/3/2015

'E)"MAN!E MANA*EMENT '+AN

y esult Area

!leric administration

y 'erformance

icator/Target

,policies and procedures follo$ed

store and &eep con-dential documents

present comapny

i#ity Targets/Measures/Milestones

/Timing

esults/!omments

icies and

cedures

-a&e the knowledge y

re&ising them and knowwhat is new

Be always up to date

ep con.dential .les 3o one should e ale to

see them ut you and

manager

6ata kept secret

etings 'gendas of meetings%

take minutes%

set dates and time

Be there7successful

meeting

sent company Presentation% welcoming

guests and doing

correspondance

(ustomer feedack

016 Microsoft

dizioni

acy e cookieu!!atori

http://go.microsoft.com/fwlink/p/?LinkId=521839

http://go.microsoft.com/fwlink/?LinkID=530144


http://dev.outlook.com/


http://dev.outlook.com/

http://go.microsoft.com/fwlink/?LinkID=530144





Assessor’s name:

#f you feel that you ha&e een unfairly treated during the assessment and you are not happy withyour assessment and you are unhappy with the outcome you ha&e a right to lodge an appeal! /oumust .rst discus with your trainer+assessor! #f you would like to proceed further with the re"uestyou need to lodge an appeal to the (ourse (oordinator in writing outlining the reason8s9 for theappeal!

Special Needs(andidate with special needs will ha&e their re"uest for ad:usts to suit these needs addressedimmediately!

Application of t(e unit This unit applies to all managers and team leaders who manage people! #t co&ers work allocationand the methods to re&iew performance% reward excellence and pro&ide feedack where there is aneed for impro&ement! The unit makes the link etween performance management andperformance de&elopment% and reinforces oth functions as a key re"uirement for e;ecti&emanagers! This is a unit that all managers+prospecti&e managers who ha&e responsiility forother employees should strongly consider undertaking!

Elements 'erformance !riteria Assessment Tas&s

. Allocate $or& ! + !2 + !< + != + !5 + !> Task

0 Assess performance 2! + 2!2 +2!<+2!= Task 2

1 'ro#ide feed2ac& <! + <!2+<!<+<!=+<!5 Task <

3 Manage follo$,up =! +=!2 +=!<+=!=+=!5+=!>+=!? Task =

e4uired S&ills 5 Kno$ledge

E#idence of t(e follo$ing isessential:

• documented performance indicators and a critical

description and analysis of performancemanagement system from the workplace

• techni"ues in pro&iding feedack and coaching for

impro&ement in performance

• knowledge of rele&ant awards and certi.ed

agreements!


Issued 3/3/2015





Assessor’s name:

Assessment Tas& .: Allocate $or&

This task will gi&e candidates an understanding of how to consult with rele&ant groupsand indi&iduals on allocating work% de&eloping work plans% con.rming performancestandards% code of conduct% de&eloping and agreeing on performance indicators andeing ale to conduct risk analysis in accordance with organisational and riskmanagement plan and legal re"uirements!

@efer to an organisation you are familiar or one your assessor has discussed with you!

Aist three 8<9 goals which could impact on a manager*s decision making process! Aistthese three goals and descrie each one in detail! 8Guide 50 to 0 words9!

*oals E6planation of t(e goals

S"#$"%&IC

Strategic goas are state'ents of ()at your organisation (oud ike to

ac)ieve over t)e ne*t five to ten years+ ,in t)e ong ter'- ")ese goas

are deveo!ed fro' t)e 'ission and vision state'ent and t)e S."anaysis t)at you co'!ete of t)e environ'ent of t)e organization+

S." stands for an anaysis of t)e strengt)s and (eaknesses interna

to t)e organization and o!!ortunities and t)reats e*terna to t)eorganization

"$C"IC$

"actica goas and oectives 'ust su!!ort t)e organizations strategic

goas+ ")ey indicate ()at eve of ac)ieve'ent is necessary in t)e

de!art'ents of t)e organization+ or e*a'!e4 if t)e organizations

strategic goa is to increase saes y 5 in t)e ne*t year4 t)en t)e saes

staff in t)e saes de!art'ent4for instance4 'ay e trained in tec)niues

used to en)ance t)eir custo'er service skis+

P%#$"I7$

!erationa goas are deter'ined y t)e o(est eve of t)e organisationand reate to s!ecific tea's(it)in eac) de!art'ent+")ey focus on t)e res!onsiiities of individua

e'!oyees+

8sing t)e e*a'!e ()ere t)e tactica goa of t)e saes de!art'ent is toreceive training to increase saes y 54 individua e'!oyees t)en

a!!y t)eir ne( skis to ensure t)at saes increases+


Issued 3/3/2015





Assessor’s name:

The manager must let the staf know that the company's budget must not be

under control and that they all have to help with this. He should tell them what

they have to do to be in budget. He has to let them know that receipts are

necessary to keep track o the expenses and that they have to give them to

him. For this reason he has to clariy when the receipts should be handed not only

orally but with an electronic reminder both about meetings and receipts to be

given.

9 xplain how the manager would ensure that the work allocation is aligned to the

organisation*s operational plan!

The manager must ha&e an idea of what his employees know and wherethey perform their est to make work e shared and done e;ecti&ely andkeeping the usiness in udget! #n order to track the task)s progress% itis important that he consults and meets team regularly% and check whethere&erything is under control and helps realise the company)s long termgoals!!

c9 xplain how the manager would con.rm each sta; memer*s performancestandards and code of conduct 8e!g! agreed set of rules relating to employeeeha&ior+conduct9!

The manager has to e sure that the employees perform under thecompany)s standards and code of conduct! The standards refer to"uantity% ut code on conduct is aout eha&iour and what is right and

wrong! Performance should not e seen as something general% cost must ecalculated to see how worth the task is% "uality and "uantity must erelated and a pro.t must e made! The manager should check how muchmoney is spent% if "uality and "uantity needs arethe ones that shoulde and if company has gains! 'lso the code of conduct% must e met andrefers to the sta;)s eha&iour compared to the usiness)s expectedeha&iour! This can e assessed y setting what is acceptale eha&iour


Issued 3/3/2015





Assessor’s name:

and what is not! Heedack from managers employees and customers canhelp assess too!

d9 xplain the meaning of performance indicators and what performance indicatorswould the manager ha&e to put in place to ensure that each sta; memer isworking towards the agreed goalsI

Performance indicators or ey Performance #ndicators 8P#s9 is industry :argon for a

measure of performance! P#s are commonly used y organisations to e&aluate itssuccess or the success of a particular acti&ity that the organisation is engaged in! 't an organiFational le&el% a ey Performance #ndicator 8P#9 isa "uanti.ale metric that reJects how well an organiFation is achie&ing its statedgoals and o:ecti&es! To ensure that each sta; memer is working towards theagreed goals you need to .rst identify each particular step in the work process%what must e achie&ed at each step in the process as well as how it is to eachie&ed

e9 xplain why you should conduct risk analysis when implementing goalsI

There is always risks associated with all work plans and pro:ects! #t is important totake these risks in performance into consideration allowing for all &ulnerailities8that can then e "uanti.ed9 to e worked into a suitale risk management plan!KLuanti.cation* is the process of determining the degree of risk in each of theidenti.ed areas!

f9 Based on the scenario ao&e% conduct a risk analysis of the likelihood of a negati&ee&ent pre&enting the manager from reaching its goals and the likely conse"uenceof such an e&ent on organisational performance! 6ocument your answer elow!


Issued 3/3/2015





Assessor’s name:

EanFiar hotel has to pay attention on udget and how money is spent when itcomes to employees% so employees ha&e to gi&e receipts to managers andmanagers ha&e to store them in excel documents and calculate the o&erallexpenses! #f the employees do not gi&e the receipt then an immediate risk isdetected the money management will e unsucessful and company will ha&emoney issues so less pro.t! That is why managers should pro&ide reminders ande&en ask sta; to pay for their expenses when they don)t hand the receipts!! Thisway employees will e made to do as told!

g9 Nnce risks ha&e een identi.ed and "uanti.ed% there are a numer of mitigationstrategies you can implement to manage the risk! xplain what these mitigationstrategies could e!

Businesses set goals ut goals sometimes ha&e risk when it comes to workingtowards them so managers should e ale to work out plans so that the risk isminimum! Hor example% if a task is really risky% then the managers should thingtwice efore working to reach the goal! But% if there is no real or ig risk% then

managers should skip the negati&e result and work to achie&e the goal! #f risk ismedium the managers should ha&e a plan to change the plan when the riskappears! #f managers are not sure if the plan is risky they can get ad&ice fromspecialists

Assessment Tas& 0: Assess'erformance

#n this task% you will e ale to demonstrate your aility to design performance

management and re&iew processes to ensure consistency with organiFationalo:ecti&es and policies! @efer to the :o description elow and complete the followingacti&ities!

BSBMGT502B 'ssessment Task 4! Page : of 26

Issued 3/3/2015





Assessor’s name:

7o2 Description for Administrati#e !ler& 'urpose of t(e position

The 'dministrati&e (lerk is responsile for pro&iding administrati&e and clerical ser&ices inorder to ensure e;ecti&e and eOcient operations!

Scope The 'dministrati&e (lerk reports to the Senior 'dministrati&e NOcer and is responsile forpro&iding administrati&e and clerical ser&ices! Pro&iding these ser&ices in an e;ecti&e andeOcient manner will ensure that municipal operations are maintained in an e;ecti&e andeOcient manner!

esponsi2ilities

Pro&ide administrati&e support to ensure that municipal operations are maintained in ane;ecti&e% up to date and accurate mannerMain Acti#ities:

Type correspondence% reports and other documents

Maintain oOce .les

Npen and distriute the mail

Take minutes at meetings

6istriute minutes

(oordinate repairs to oOce e"uipment

Pro&ide support to (ouncil to ensure that (ouncil is pro&ided with the resources to makee;ecti&e decisions

Main Acti#ities:

Maintain con.dential records and .les Maintain records of decisions

'rrange for payment of honorariums

@esearch and assist with the preparation of motions% policies and procedures

@e&iew and edit reports to the Board

Prepare correspondence for Board memers

Prepare documents and reports on the computer

Schedule Board meetings

Prepare agendas for Board meeting

Administrati#e Assistant Prepare packages for Board meetings

'ttend oard meetings

@ecord minutes and sumit minutes for appro&al

Pro&ide receptionist ser&icesMain Acti#ities:

Greet and assist &isitors

'nswer phones

6irect calls and respond to in"uiries

Perform other related duties as re"uired

BSBMGT502B 'ssessment Task 4! Page ; of 26

Issued 3/3/2015





Assessor’s name:

Scenario's a Manager% one of your responsiilities is to assist in the de&elopment of amanagement plan for memers of your team! Sally has recently een employed inyour organisation as an 'dministration (lerk!(hristine% a memer of your -@ team is unclear aout what re&iew procedures aresuOcient for Sally! To assist (hristine% you are to consult with your team anddetermine the ey Performance #ndicators should e for this role as shown in the 7o2Description pro&ided ao&e!

a9 xplain your understanding of a Performance Management System

Perfor'ance 'anage'ent is a 'et)od used to 'easure and i'!rove t)e effectiveness of !eo!e

in t)e (ork!ace +Perfor'ance Manage'ent starts (it) goa setting+ $s a 'anager4 you need to

not ony ook at individua goas4 ut at t)e grou! as a ()oe so t)at you can deveo! and'anage and deveo! in a (ay in ()ic) you can increase t)e !roaiity t)at you (i e ae to

ensure t)at ot) ong and s)ort ter' goas are 'et+ $ !erfor'ance 'anage'ent syste'

!rovides 'anage'ent (it) t)e key ee'ents for t)e recruit'ent4 assess'ent4 a!!raisa4 and

foo( u! of !erfor'ance+ It reies on docu'ents and !rocedures t)at guide 'anage'ent ande'!oyees t)roug) !erfor'ance and revie( !rocess su!!ying feedack in regards to

!erfor'ance issue+

- 6e&elop a Performance Management Plan for the position in the :o descriptionpro&ided ao&e! /ou can use the template attached as Appendi6 8AD!

c9 $hat skills did Sally need to demonstrate to pro&e she was the person for the :oI

Sally must ha&e rele&ant knowledge% titles and experience for the role of the clerk%like typing% using internet% and ha&e a rele&ant certi.cate!

Then some personal characteristics is important! She must e helpful when guestsarri&e% ha&e good language skills on the phone% mails and face7to7facecorrespondance! 'lso she must e trustworthy she has to keep all correspondance!She also must e ale to work under stress% e multitasking and set priorities% as shehas many responsiilities!hers is a role that re"uires someone to rely on% and e reallyresponsile!

d- Based on the skills in < ao&e% rieJy outline the performance re"uirements%standards and measures re"uired! (onsult and negotiate with your colleagues inyour class!

BSBMGT502B 'ssessment Task 4! Page < of 26

Issued 3/3/2015





Assessor’s name:

The performance management plan is de&eloped with the goal to worke;ecti&ely and moti&ate employee! #n sally)s case,

she should e e&aluated continuously and see how well she complies to theplan% and when there is a prolem gi&e with solution! The solution comesthrough dialogue with the employee and training! 'lso manager has to eclear when setting his goals for the employee!

2! This task will gi&e you an opportunity to train your colleagues in the performancemanagement and re&iew process% conduct performance management inaccordance with your organisational protocols and timelines and monitor ande&aluate performance on a continuous asis! #ndi&idually or in pairs readcomplete the acti&ity!*

CSuccession planning is the process and identifying internal people with thepotential to .ll key leadership positions in the company! C 8$ikipedia%209 /ouha&e een asked to choose a memer of your team to learn how to learn allaspects of your :o! $ith a team memer% acting as leading hand% discuss the

skills that are re"uired to perform your :o and discuss their skills! #dentify the&ariances in the skill le&el and determine what training is needed to ring theirskills and knowledge to the le&el of manager within your organisation! /ou can usethe template elow to complete this acti&ity!

Training 'lan for:Gaetano Buongiorno

Department:

itchen Date:

%(attraining isneeded

9usinessneedsol#ed

'riority lin& to2usiness’sstrategic

plan

Timeneeded

'lanningneeded

9udget andnotes

Policies andprocedures

6oes hecomplyI

#t isimportant forusinessstrategy

month Pro&idetraining %documents

no

(oach


Issued 3/3/2015





Assessor’s name:

Speed inpreparation of meals

#ncreasedproducti&ity

(ustomersser&ed intime

2 months (oaching payment

Hood styling -igh le&el ofproduce

$ell satis.edcustomers

< months Training

seminars

Training andseminarscost

Assessment Tas& 1: 'ro#ide feed2ac&

Instructions to t(e students

#n this task you will learn how to pro&ide feedack to sta; on a regular asis% ad&isepeople of poor performance% pro&ide on7the7:o coaching and document performance inaccordance with the organisational performance management system! nsure you read

each "uestion in detail and pro&ide detailed answers! /ou must demonstrate your ailityto conduct research and ha&e engaged with others in your class to discuss these"uestions!

<! @efer to the assessment task 2 and discuss why you should e assessing this sta;memerI 8Guide, 2 paragraphs9

The administrati&e clerk must e present for most acti&ities in the institution! -e has totype and do correspondance% so he must e professional and fast! -e has to e in inmeetings prepare and store important information and e pleasant for those shecontacts!' clerk)s role can e assessed oth as for the "uality of ser&ices and theproducti&ity! #f there are weaknsses they must e addressed and goals e made clear!

<!2 xplain what methods will you use to gi&e feedack to the team memerI Gi&ethree methods!

@eports and matrixes 8employee)s performance assessed9

Meetings


Issued 3/3/2015





Assessor’s name:

checking time employee uses for a task% the "uality of his work too

<!< $hat will you do with the results of your feedack and whyI 8Guide, Two or moreparagraphs9!

Back of the employee performance is necessary% so that the manager knowswhether one under7performs and the impact it has on the usiness! Heedack is a

tool to show prolems ut also good performance of the employee andimpro&ement methods to e discussed! Heedack is important and for themanager% as it shows the manager what he has to do to help sta;% for exampletraining% onuses etc! Heedack is important for the company to see the riskseach role and memer)s performance entail and make contigency plans!

<!= xplain the importance of conducting structured formal feedack in accordance withorganisational policy and procedures! @efer to rele&ant legislation in your answer!

Heedack is formal or informal% in order to e always e;ecti&e and successful!Hormal feedack refers to "uantity so that igger goals can e set for employees! #tshould e clear when analysed% and employees should comply with it! #t shouldcomprise of employees performance and o:ecti&es to e compared% for theirperformance to impro&e! $eaknesses are not stressed% ecause we want positi&eoutcomes!Aegislation that applies here ,7 anti7 discrimination act7 fair work act


Issued 3/3/2015





Assessor’s name:

7 pri&acy act

<!= @ead the scenario elow and complete this task!

Scenario

/our team leader is underperforming and re"uires more one7on7one training! Theteam leader is intimidated aout the position! /ou need to uild the team leadersskills and knowledge to moti&ate the team leader and uild his+her con.dence!

a9 Qse the template and de&elop a coaching plan to uild the team leaders skillsand knowledge!

!"A!<IN* '+ANName:

Manager:Date of meeting:

Employee acti#ities

7Manage priorities in speci.c time='anaging )is e'otions

=Managing e'!oyee>s !erfor'ance and assign activitie

='anage c)ange and un!redictae event

Areas $(ere e6cellence in performance (as 2een demonstrated

manage priorities

'erformance areas needing impro#ement

;ecti&e prolem sol&ing and managing performance

Success Measures

BSBMGT502B 'ssessment Task 4! Page 19 of 26

Issued 3/3/2015





Assessor’s name:

Time needed to make a decision for sol&ing prolems

delegate tasks and monitor performance

Additional items =ie training and professional de#elopment needed>

Training

professional de&elopmentMilestones

To sol&e prolems more "uicklyto e more o:ecti&e

Target Dates

3ine months

9 Qse the se&en key elements of coaching y Aarson and @ichurg 820009 toanalyse whether the plan that you ha&e worked together to ful.ll is e;ecti&e ycompleting the tale elow! #f you .nd a lack in any area% makerecommendations on how you may close the gap!

(ontext,

To achie&e o:ecti&es y deadline

(larity,

'ility to clarify o:ecti&es

(ommitment,

Priorities set and to work towards realisingthem

(ourse of action,

de&elop a performance plan

(on.dentiality,

To trust each other


Issued 3/3/2015





Assessor’s name:

(hemistry,

(ompatiility etween colleagues

Assessment Tas& 3: Manage )ollo$ Up

Instructions to t(e students

#n this task you will learn how to how to write and agree on performance impro&ementand de&elopment plans% seek assistance from human resources specialists% reinforceexcellence in performance through recognition% monitor and coach indi&iduals% pro&idesupport% counsel indi&iduals and terminate sta; in accordance with legal andorganisational re"uirements!

@ead the scenario elow and either indi&idually or in pairs% complete the following

Scenario Rohn Smith works a sales representati&e for a large retail company! Peter $aynehis manager has noticed that Rohn*s performance o&er the past > months hasdeclined! -e seems to e demoti&ated and there has een a numer ofcomplaints from other sales representati&es aout Rohn*s eha&ior! Rohn*s sales.gures has declined and some of his customers had gone to other companies asthey were not happy with the ser&ice Rohn was pro&iding!

=!xplain how you would approach Rohn to address the issues surrounding hisperformance! 8Guide, 2 paragraphs9


Issued 3/3/2015





Assessor’s name:

.)en an e'!oyee under=!erfor's 'anager s)oud tak to )i' face to face and try to

sove t)e !roe'+ ")e 'anager s)oud ask t)ee'!oyee ()at t)e !roe' is and

e*!ain ()at !roe' t)is causes to t)e co'!any4 in !roductivity and reations)i!s+

?uring t)e 'eeting t)e discussion s)oud e o!en and t)ey s)oud ot) )ear eac)

ot)er4 ut not ony negative stuff s)oud e 'entioned+ inay4 t)e 'anager )as to

address it as a !roe' t)at needs soution 4 and discuss t)e oectives t)at need to e

set,()at t)e e'!oyee )as to do ste! y ste!

=!2xplain what steps you would ha&e to take to write and agree on performance

impro&ement and de&elopment plans in accordance with organisational policies!8Guide, 2 paragraphs9

There are .&e steps that the employer needs to follow,

9 identify the prolem 8why there is underperformance9

29 analyse the prolem 8whyI% how long the prolem is there9

<9 meeting to discuss the prolem 8in pri&ate9

=9 .nd a solution through discussion

59 monitor performance and support employee

=!<$hat support ser&ices and specialist+s would you need to consult in order tore&iew and put together a performance management plan for RohnI Aist at leastthree 8<9!

.nd things that moti&ate him%

gi&e him training to e con.dent

gi&e him technological means

=!=-ow can Peter reinforce excellence in performance through recognition andcontinuous feedackI

BSBMGT502B 'ssessment Task 4! Page 1: of 26

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Assessor’s name:

Heedack is gi&en to the employee so that he knows what to impro&e ! #n Rohn)s case wemust let him know that his role is important and that his success is part of the companyssuccess %we should stress the implortance of ,

7producti&ity

7sales

7customer ser&ice

7initiati&e

7participating in pro:ects

=!5#n this task% you are re"uired to de&elop a Performance Management plan for Rohn! /ou can use C'ppendix (D to complete this task!

9+6 @ead the scenario elow and complete this acti&ity and using your knowledge ofcounseling an coaching coach Rohn! /our colleague will act as the team memerand your assessor will oser&e your coaching skills and complete the8"2ser#ation !(ec&list

Scenario

'fter three months% Rohn is still not making any e;ort to respond to the

impro&ement plan to impro&e their skills! -e is still negati&e and this is notha&ing a good impact on the rest of the team!

=!? xplain how you engaged with Rohn and explain to him his poor performance andget Rohn*s support and Cuy7inD during the coaching session!

#n a face to face meeting # tell him what # saw regarding his performanceand ask him why his performance is still poor% after all the training anddiscussions! $e should see if he is dissatis.ed with his :oand it plays arole on how he performs! $e should o;er to gi&e him coaching or trainingand remake a plan for him! then maye do some coaching%identify theprolems on the spot and help him!

=! xplain how you would handle any resistance to change and to the coachingsession! 8Gi&e three examples9

BSBMGT502B 'ssessment Task 4! Page 1; of 26

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Assessor’s name:

many employees resist to change and the manager should , 7 identify why and see if it has to do with knowledge or interpersonalrelations7 discuss with the employee regarding their poor performance7 discuss th possiility of termination

=! #f Rohn continues to underperform after you ha&e gi&en him all the re"uiredsupport what disciplinary actions could you put in placeI $hat rules andregulations would you ha&e to e aware of when implementing a disciplinaryactionI 8Guide, 00 to 200 words or half a page9! #f the space elow is notenough% type up your answer and attach it to the assessment task!

The manager should thing whether it is worth keeping or sucking :ohn% andonce decided gi&e him a deadline for impro&ement% and if he doesn)t .rehim according to the legislation with respect to his rights as a person andas an employeechecking with the 'ustralian human @ights(ommissionand the Hair $ork 'ct calculating hispayments% timefor notices etc! The anti7discrimination oard should e consulted too% sothat the termination is not unfair! There should e documents that showwhy Rohn is terminated and that it is not unfair! #n the end% theemployer must e ale to pro&ide to the unuion or whome&er elsein&ol&ed this documentation!

=!0@ead the scenario elow and complete this acti&ity!

Scenario

Rohn e&en after the coaching and counseling session still has not impro&ed! -isperformance is still regarded as poor and his department has lost re&enue again!

BSBMGT502B 'ssessment Task 4! Page 1< of 26

Issued 3/3/2015





Assessor’s name:

/ou ha&e decided to write a report to your General Manager explaining Rohn*sperformance and recommend that you would like to terminate Rohn*semployment! /our organisation does not ha&e procedures on how to terminatean employee!

'ccess the Hair $ork (ommission*s wesite, www!fairwork!go&!au and researchthis wesite on how to terminate an employee! #n your own words write a reportto the General Manager and explain why you wish to terminate Rohn*semployment! #n your report you must also address the following,

• @esponsiilities of the employer when terminating an employee e!g!

notice period

• Qnlawful dismissal rules and due process

• Aaws and legislations you need to e aware of e!g! 'nti7discrimination%

"ual Npportunity% #ndustrial @elations!

/our report must e structured% well7formatted and at least 500 words! 'ttachyour report with this assessment task!


Issued 3/3/2015

http://www.fwa.gov.au/

http://www.fwa.gov.au/





Assessor’s name:

John Smith's Termination

Perfor'ance@ Ao)n S'it) ()o is a saes re!resentative does not !erfor' according

to t)e code of conduct4 des!ite t)e training )e (as given+ Be !erfor's t)at ad t)at

(e )ave even ost 'any of our custo'ers ()o (ent to ot)er co'!anies4 (it) a

significant oss to t)e co'!any>s !rofit+ .e )ad a 'eeting t)ree 'ont)s ago and (e

taked aout t)e issue ut no i'!rove'ent )as een 'ade+ %ven t)e e'!oyees

)ave given negative feedack for )i'+ I suggest t)at (e fire )i' (it) res!ect to t)e

a(s +

"er'ination ste!s@ (e 'ust e very carefu aout t)e ter'ination since (e don>t

)ave reevant docu'entation in our !oicies and !rocedures+ irst (e need to et

)i' kno( t)at )e is ter'inated aout a 'ont) efore+ ")en4 !ay'ents

and rei'urse'ents)oud e 'ade for 'aking )i' redundant 4considering )o(

ong )e )as (orked for us+ .e 'ust aso !ay )i' )is annua and any ot)er reevant

enefits+ inay4 (e 'ust)ave a t)e e*ce s)eets of )is assess'ent so t)at t)e

reasons for )is dis'issa are fair feedack4 'atri*4 !erfor'ance !an 4 assess'ent

and coac)ing 4 and !roof of )is !oor !erfor'ance+ .e 'ust e very sensitive

aout iega e)aviour4 discri'inationand vioation of )is rig)ts+ ")e a( !revents

aus to dis'iss )i' (it) regards toreigious4 se*ua4 racia or !ersona reasons+ .e

s)oud !rovide !roof t)at t)e environ'ent at (ork (as )eat)y and t)at )e (as

res!ected y )is coeagues+ $ in a (e s)oud e ae to !rove t)at )e (as a(ays

su!!orted and continuousy trained and in regards to our de'ands+

Please ensure that your report is typed up and ready to e sumitted well eforethe due date and not on the last date of your course!


Issued 3/3/2015





Assessor’s name:

Assessors "2ser#ation !(ec&list's an assessor you are re"uired to oser&e the student*s aility to interact with others% participatein group discussions% role7plays and any other in class acti&ities rele&ant to this unit ofcompetency! Please complete this checklist% which will form part of the student*s o&erallassessment!

Assessor’s "2ser#ation !(ec&listatingsscale

. 0 1 N/A

Area of strengt(%ell done

Ade4uateMeets

e6pectations

Area of $ea&ness9elo$ e6pectations

Not rele#ant orapplica2le in t(e

o2ser#ed session

Area ating

!ommunication s&ills $(en coac(ing colleague . 0 1 N/A

$hen engaging with colleague% student oser&ed% used e;ecti&elistening skills% made eye contact% clari.ed issues% used friendlytone

6emonstrated respect and empathy for others

Qsed appropriate ody language such as open arms% nodding%relaxed to uild rapport with colleagues!

Ga&e and recei&ed feedack regarding the client*s needs

Supported colleague in setting appropriate goals

ncouraged commitment from colleague

Team$or& . 0 1 N/A

(onsulted with others in class in a positi&e manner

Supported others in class

'ro2lem sol#ing s&ills . 0 1 N/A

6emonstrated aility to de&elop strategies to minimiFe risk

Initiati#e and Enterprise . 0 1 N/A

6emonstrated aility to re&iew organisation*s work practices andsuggest impro&ements!

Tec(nology and researc( s&ills . 0 1 N/A6emonstrated aility to us usiness technology to prepare reports

'lanning and organising s&ills . 0 1 N/A

6emonstrated aility to de&elop coaching plans and schedules

6emonstrated aility to plan and organiFe coaching sessions

Self,management and +earning . 0 1 N/A


Issued 3/3/2015





Assessor’s name:

Student was ale demonstrate aility to prioritise task operationalplan

Student demonstrated t(e follo$ing &no$ledge: . 0 1 N/A

@ele&ant awards and certi.ed agreements

Performance measurement systems utiliFed within the organiFation

Qnlawful dismissal rules and due process

Sta; de&elopment options and information

@ele&ant legislation from all le&els of go&ernment that a;ectsusiness operation

Heedack to the student,

Assessor I con-rm t(at I (a#e o2ser#ed t(is student in t(e classroom and t(estudent (as demonstrated t(e a2o#e s&ills to a in a conte6t asindicated in t(e a2o#e report

3ame, Signature, 6ate,


Issued 3/3/2015





Assessor’s name:

Appendi6 A: 'erformance Management 'lan


Key esult Area !leric administration

Key 'erformance

Indicator/Target

,policies and procedures follo$ed

store and &eep con-dential documentspresent comapny

Acti#ity Targets/Measures/Milestones/Timing

esults/!omments

Policies and procedures -a&e the knowledge yre&ising them and knowwhat is new

Be always up to date

eep con.dential .les 3o one should e ale to seethem ut you and manager

6ata kept secret

Meetings 'gendas of meetings%

take minutes%

set dates and time

Be there7successfulmeeting

Present company Presentation% welcomingguests and doingcorrespondance

(ustomer feedack

BSBMGT502B 'ssessment Task 4! Page 29 of 26

Issued 3/3/2015





Assessor’s name:

Appendi6 9 ? Indi#idual %or& 'lan

*oal: Maintain a high le&el of administrati&e acti&ities in accordance with council goals

Description for @ear .:#mpro&e procedures to ensure council acti&ities are achie&ed at thehighest le&el!

Measura2leo2ecti#e for @ear .

Acti#ities for @ear . Impact for @ear . E#aluation for @ear.

Provide )ig) evecusto'er service

$ns(er !)ones

Co''unication

Serve at counter

I'!rove eves Dstandards of custo'er

service

eedack fro'custo'ers

Maintain )ig) eve

re!orting D 'eeting

'inutes for counci

#e!ort (riting

anayse4(rite D

distriute 'inutes

Maintain !rofessiona

(ritten vera

co''unication for

counci+

%vauate uaity of

re!orts 'inutes

%nsure 'anage'ent of

'aintenance D office

re!airs are actioned D

'onitored

Monitor office re!airsD

'aintenance

Monitor re!aire D

'aintenance

%vauate ongoing

efficiency of officeeui!'ent


Issued 3/3/2015





Assessor’s name:

Appendi6 !: 'erformance Management 'lan


Key esult Area Impro#ing 7o(nBs communication s&ills and customer ser#ice

Key 'erformanceIndicator/Target

Acti#ity Targets/Measures/Milestones/Timing

esults/!omments

#mpro&e communication Be professional to those he talks to Poor 70 excellent

Gi&e good customer ser&ice

8pro&ide training9Luestionaires y customerspositi&e% they don)t go to othercompanies

Poor 70 excellent

onlbsbmgt502b assessment tasks 22 mod

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