BSB51918 Diploma of Leadership and Management

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BSB51918 Diploma of Leadership and Management
Student Assessment Tasks
BSBMGT502 Manage people performance
Student name: _______________________________________________________________
Student ID: ________________________________________
Date submitted: ________________________________

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Table of Contents
Table of Contents............................................................................................................................................ 2
Assessment Information.................................................................................................................................. 3
Assessment Instructions.................................................................................................................................. 5
Student Assessment Agreement..................................................................................................................... 6
Assessment Task 1: Written Questions........................................................................................................... 7
Assessment Task 1 Instructions...................................................................................................................... 8
Assessment Task 1 Checklist.......................................................................................................................... 9
Assessment Task 2: Work allocation project................................................................................................. 11
Assessment Task 2 Instructions.................................................................................................................... 12
Assessment Task 2 Checklist........................................................................................................................ 15
Assessment Task 4: Performance feedback and improvement project.........................................................24
Assessment Task 5: Performance Management Follow-up Case Study.......................................................29
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Assessment Information
The assessment tasks for BSBMGT502 Manage people performance are included in this Student
Assessment Tasks booklet and outlined in the assessment plan below.
To be assessed as competent for this unit, the student must complete all the assessment tasks satisfactorily.
• Assessment Plan
Assessment Task Overview

1: Written questions Students must correctly answer all questions evidencing
knowledge of the subject.
2: Work allocation project Students must assume the role of Human Resources Manager of a
company, meet with the Managing Director (the assessor) and
team members to develop a work plan and confirm performance
standards.
3: Performance management and Students must research performance management and review
training Project processes, develop a performance management process and
provide training to participants in the review process.
4: Performance feedback and Students must conduct feedback sessions about workplace
improvement project performance, take necessary actions based on the feedback
analysis, as well as plan and provide on the job training to a staff
member to improve performance
5: Management follow-up project Students must plan and provide performance management follow
up processes to remedy underperformance and take disciplinary
action as required.
• Assessment Preparation
Please read through this assessment thoroughly before beginning any tasks. Ask your assessor for
clarification if you have any questions at all.
When you have read and understood this unit’s assessment tasks, print out the Student Assessment
Agreement. Fill it out, sign it, and hand it to your assessor, who will countersign it and then keep it on file.
Keep a copy of all your work, as the work submitted to your assessor will not be returned to you.
• Assessment appeals
If you do not agree with an assessment decision, you can make an assessment appeal as per your RTO’s
assessment appeals process.
Students have the right to appeal the outcome of assessment decisions if they feel they have been dealt with
unfairly or have other appropriate grounds for an appeal.
• Additional Resources
The following resources will be given to you in annexures before you begin each Assessment Task.
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 Boutique Build Strategic Plan

 Action Plan Template
 Staff Code of Conduct
 Risk Management Plan Template
 Performance Review Guidance
 Performance Agreement Template
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Assessment Instructions
Each assessment task in this booklet consists of the following:
Assessment Task Cover Sheet

This must be filled out, signed and submitted together with your assessment responses.
If you are submitting hardcopy, the Cover Sheet should be the first page of each task’s submission.
If you are submitting electronically, print out the cover sheet, fill it out and sign it, then scan this and submit
the file.
The Assessment Task Cover Sheet will be returned to you with the outcome of the assessment, which will be
satisfactory (S) or unsatisfactory (U). If your work has been assessed as being not satisfactory, your
assessor will include written feedback in the Assessment Task Cover Sheet giving reasons why. Your
assessor will also discuss this verbally with you and provide advice on re-assessment opportunities as per
your RTO’s re-assessment policy.
Depending on the task, this may include

 resubmitting incorrect answers to questions (such as short answer questions and case studies)
 resubmitting part or whole project, depending on how the error impacts on the total outcome of the
task
 redoing a role play after being provided with appropriate feedback about your performance
 being observed a second (or third time) undertaking any tasks/activities that were not satisfactorily
completed the first time, after being provided with appropriate feedback.
Assessment Task Information

This gives you:
 a summary of the assessment task
 information on the resources to be used
 submission requirements
 re-submission opportunities if required
Assessment Task Instructions

These give questions to answer or tasks which are to be completed.
Your answers need to be typed up using software as indicated in the Assessment Task Instructions.
Copy and paste each task’s instructions into a new document and use this as the basis for your assessment
task submission. Include this document’s header and footer.
If you are submitting electronically, give the document a file name that includes the unit identification number,
the task number, your name and the date.
Checklist
This will be used by your assessor to mark your assessment. Read through this as part of your preparation
before beginning the assessment task. It will give you a good idea of what your assessor will be looking for
when marking your responses.
Student Assessment Agreement
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Make sure you read through the assessments in this booklet before you fill out and sign the agreement
below.
If there is anything that you are unsure of, consult your assessor prior to signing this agreement.
Have you read the assessment requirements for this unit?  Yes  No
Do you understand the requirements of the assessments for this unit?  Yes  No
Do you agree to the way in which you are being assessed?  Yes  No
Do you have any specific needs that should be considered?  Yes  No
If so, explain these in the space below.
Do you understand your rights to re-assessment?  Yes  No

Do you understand your right to appeal the decisions made in an assessment?  Yes  No
Student name
Student number
Student signature
Date
Assessor name
Assessor signature
Date
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Assessment Task 1: Written Questions
• Task summary
 This is an open book test.

 Students need to answer all the written questions correctly.
 Answers should be provided on a separate sheet of paper with the assessment task number clearly
indicated, the students name and each question clearly marked. Answers must be word-processed
and sent to the assessor via email.
• Required
 Access to textbooks/other learning materials

 Computer and Microsoft Office
 Access to the internet
• Timing
The assessor will advise you of the due date of this submission.
Write in the due date below as advised by your assessor:
• Submit
 Answers to all questions
• Assessment criteria
All questions must be answered correctly for a student to be assessed as having completed the task
satisfactorily.
• Re-submission opportunities
Students will be provided feedback on their performance by their Assessor. The feedback will indicate if you
have satisfactorily addressed the requirements of each question.
If any question is not satisfactorily addressed your assessor will explain why and provide you written
feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-
assessment attempt/ s will be arranged on a later date.
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Assessment Task 1 Instructions
• Provide answers to all the questions below:
1. Explain the key provisions of the Fair Work Act 2009.

Fair Work Act is one of the key of Commonwealth statutes governing the employment of
mature age workers. It provides for terms and conditions of employment and sets out the
rights and responsibilities of employees, employers and employee organisations in relation
to that employment.
 The Fair Work Act 2009 and the Fair Work Regulations 2009 are the core legislation we deal
with. They manage the employee / employer relationship in Australia. They provide a safety
net of minimum entitlements, enable flexible working arrangements and fairness at work
and prevent discrimination against employees. The Fair Work (Transitional Provisions and
Consequential Amendments) Act 2009 allowed certain parts of the Fair Work system to
gradually phase in from 1 July 2009 until around 2014.
 The Fair Work (State Referral and Consequential and Other Amendments) Act 2009 and the Fair
Work Amendment (State Referrals and Other Measures) Act 2009 changes the FW Act to allow
states to refer matters to the Australian federal government to form a national workplace
relations system. Before this, workplace laws were set and administered by most individual
states. States kept their workplace relations powers over state and local government
employees.
2. Explain the key provisions of each of the following Acts:
• The Racial Discrimination Act 1975

• Sex Discrimination Act 1984
• Disability Discrimination Act 1992
• The Racial Discrimination Act 1975: The Racial Discrimination Act 1975 give
everything to promote the equality for all people, no matters of race, colour or
national or ethnic or ethnic origin. Australia is a multicultural country where a lot of
people from other countries come to work and study, it means people with different
ethnic, colour are allowed to work, but we know some people do not like it. It is a
statute passed by the Australian Parliament during the Prime Ministership of Gough
Whitlam. The RDA makes racial discrimination in certain contexts unlawful in
Australia, and overrides States and Territory legislation to the extent of any
inconsistency.
• Sex Discrimination Act 1984: The Sex Discrimination Act 1984 is an Act of the
Parliament of Australia which prohibits discrimination on the basis of sex, marital or
relationship status, actual or potential pregnancy, sexual orientation, gender
identity, intersex status or breastfeeding in a range of areas of public life. This Act
give protection to people from protection from unfair treatment on the basis of
their sex, sexual orientation, gender identity, intersex status, marital or relationship
status, pregnancy and breastfeeding.
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• Disability Discrimination Act 1992: The Disability Discrimination Act is an act passed
by the Parliament of Australia in which prohibits discrimination against people with
disabilities in employment, education, publicly available premises, provision of
goods and services, accommodation, clubs and associations, and other contexts. The
Disability Act 1992 give everything to protect people with whichever disability at
work, it means that people with disability can have the opportunity to get a good job
with all benefit.
3. Explain the purpose of the National Employment Standards and the 10 minimum entitlements.
The National Employment Standards (NES) are 10 minimum employment entitlements that have to be
provided to all employees. The national minimum wage and the NES make up the minimum
entitlements for employees in Australia. An award, employment contract, enterprise agreement or
other registered agreement can't provide for conditions that are less than the national minimum wage
or the NES. They can’t exclude the NES.
The 10 minimum entitlements of the NES are:
 Maximum weekly hours: For a fulltime employee it must be no more than 38 hours and
for other than full-time employee, it should be less than 38 hours. There are sometimes
additional hours bit it depends on reasonable situations.
 Requests for flexible working arrangements: In certain circumstances employees can
request a change in their working arrangements.
 Parental leave and related entitlements: It happens when a child is born or adopted,
this entitlement include maternity leave, paternity and partner leave, adoption leave,
special maternity leave, safe job and no safe job leave, a right to return to old job.
 Annual leave: Employees must take 4 weeks paid leave per year and plus an additional
week for certain shift workers.
 Personal/carer's leave, compassionate leave and unpaid family and domestic violence
leave:
Employees can get this:
10 days' paid personal/carer's leave (includes sick leave)
2 days' unpaid carer's leave as required
2 days' compassionate leave (unpaid for casuals) as required
5 days' unpaid family and domestic violence leave (in a 12 month period).
 Community service leave: Unpaid leave for voluntary emergency activities and up to 10
days of paid leave for jury service (after 10 days is unpaid).
 Long service leave: A transitional entitlement for employees as outlined in an applicable
pre-modernised award, pending the development of a uniform national long service
leave standard.
 Public holidays: A paid day off on each public holiday, except where reasonably
requested to work.
 Notice of termination and redundancy pay: Employees have to notice with up to 4
weeks' notice of termination (plus an extra week for employees over 45 years of age who
have been in the job for at least 2 years), up to 16 weeks' severance pay on redundancy,
both based on length of service.
 Fair Work Information Statement: All employees must be given all the information from
the NES, modern awards, making, freedom of association and workplace rights,
termination of employment, individual flexibility arrangements, right of entry, transfer of
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business, the role of the Fair Work Commission, the role of the Fair Work Ombudsman
4. Explain the use of modern awards in workplaces.

 Modern awards are legal documents that outline the minimum pay rates and conditions of
employment. There are more than 100 industry or occupation awards that cover most people who
work in Australia. Modern awards apply to all employees covered by the national workplace relations
system. Modern awards are industry or occupation-based, and apply to employers and employees who
perform work covered by the award.
5. Identify at least two examples of modern awards using the Fair Work Ombudsman website. Write down
the name of the award and the minimum wages under the award and minimum working hours.
1. Architects Award 2010: This Fair Work Commission consolidated modern award incorporates all
amendments up to and including 20 June 2019
(a) Minimum annual wages

Classification Per annum
$
Level 1 Graduate of Architecture
Entry 52,551
1st pay point 55,330
2nd pay point 58,106
Level 2(a) Experienced Graduate of Architecture 60,756
Level 2(b) Registered Architect
Entry 60,756
1st pay point 62,633
2nd pay point 64,514
(b) In calculating the rates of wages:

(i) The amounts will be taken to the nearest ten cents on weekly rates;
(ii) The weekly rate of pay for an employee will be determined by multiplying the
employee’s annualised rate of pay by 6 and dividing the result by 313.
Week of employment in the case of an employee who is a full-time student means
a 38 hour working week at 7.6 hours per day or the equivalent thereof. A week of
employment in the case of an employee who is a part-time student means a
minimum of a 30 hour week.
2. Alpine Resorts Award 2010: This Fair Work Commission consolidated modern award incorporates
all amendments up to and including 20 June 2019.
An employer must pay adult employees (other than apprentices) the following minimum wages for
ordinary hours worked by the employee:
Classification Minimum hourly rate
$
Training 19.50
Resort Worker Level 1 20.06
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6. Outline the purpose of an enterprise agreement and with which entity must the agreement be registered.
 The purpose of an enterprise agreement is allow the employer and employees to make terms and
conditions of employment at an enterprise level. A good part of this is that an Enterprise Agreement
gives employers and employees the freedom to bargain for better wages, greater flexibility, and
working conditions to suit their individual needs. When the Enterprise Agreement is finished, this is
passed to the Fair Work Commission for approval.
7. Outline minimum terms and conditions that must be included in an enterprise agreement.
Enterprise agreements can include a broad range of matters such as:

 Rates of pay
 Employment conditions e.g. hours of work, meal breaks, overtime
 How and when employees and their representatives will be consulted
 Dispute resolution procedures
 Deductions from wages for any purpose authorised by an employee.
8. Explain the process of performance management and the purpose of using performance management
systems in the workplace.
Performance management cycle allows to follow what happens in the company, in real time, providing
agility on decisions and the possibility to do some adjustments to achieve the objectives in the best way,
also It help to reduce costs and increase profitability in the company. It has 5 cycles to get the best result.
In Planning, the activities are organized and the expectations and goals are determined.
In Monitoring, performance measurement is done and feedback is made to the employees to verify the
progress, this helps to identify and solve any problem early.
In Developing, it is done an improving work processes, giving assignments and training which can help
employees.
In Rating, employees have to do an evaluation of performance, which should be in employee's performance
plan.
In Rewarding, company can provide incentives to and recognition of employees, for their effort and
contribution to finish the project.
The purpose of Performance management is to get interactivity with all the process the employees and to
get everything under control.
9. Explain two types of performance management systems that can be used at work.
 Trait-Focused Management Performance:
The trait-focused system center on attributes such as helpfulness, dependability and punctuality.
Supervisors rate employees by indicating specific traits each employee exhibits. Most trait-focused
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systems use a simple checklist with ratings of excellent, satisfactory or needs improvement, or similar
options. This system is traditionally popular with customer service departments. These types of
evaluations are subject to the supervisor personal bias, however, and the majority of employees end up
with marks of satisfactory, which limits this system reliability and accuracy.
 Behavior-Focused Management Performance:
The behaviourally anchored rating system (BARS) judges your employees actions using a rating scale to
measure specific behaviors. Four rating scales are used in behavior-focused evaluations: graphic rating
scales, behaviourally anchored rating scales, forced choice scales and mixed standards scales. Graphic
rating judges behaviors on a sliding scale from "excellent" to "poor;" average employees results should
cluster in the middle, with poor employees near the bottom and exceptional employees near the top.
10. In what form must an employer provide an employee with notice of termination.
An employer must provide an employee with written notice of the day of termination when ending their
employment.
An employer may give notice to the employee by either:
 Delivering it personally
 Leaving it at the employee’s last known address
 Sending it by pre-paid post to the employee’s last known address.
 An employee may also need to give their employee notice of termination if their award or
agreement specifies it.
11. Under the Fair Work Act, what amount of notice must be given to employees who have worked for a
company for less than one year.
 For an employee who have worked for a company for less than 1 year the amount of notice must be
with a minimum of one week.
12. List two types of employees to whom notice of termination would not need to be provided.
 Employees who are Casual.

 Employees who are employed for a specified period of time, task or season.
13. Under what circumstances is an employee entitled to redundancy pay.
Redundancy can happen when the business:

 Introduces new technology
 Slows down due to lower sales or production.
 Close down.
 Relocates interstate or overseas.
 Restructures or reorganises because a merger or takeover happens.
14. Explain at least three circumstances that can constitute unfair dismissal.
 According to the Fair Work Commission, an employee has been unfairly dismissed if the person was
dismissed, the dismissal was harsh, unjust or unreasonable, the dismissal was not a case of genuine
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redundancy, the employee worked for a small business and the dismissal was not done according
to the Small Business Fair Dismissal Code.
15. Which circumstances must apply for the Fair Work Commission to determine that an employee has been
unfairly dismissed.
 The person was dismissed.

 The dismissal was harsh, unjust.
 The dismissal was not a case of genuine redundancy.
 The employee worked for a small business and the dismissal was not done according to the
Small Business Fair Dismissal Code.
16. Outline five ways of that staff can develop skills at work
 Get a mentor & be a mentor. Having a mentor at work is crucial to attaining

new skills and knowledge.
 Raise your hand for new challenges.
 Read, read, read and look for problems to solve.
 Make friends in other departments.
 Find the learning opportunities internally.
17. As a manager, list three types of information that you could provide to staff to help them to develop their
knowledge base.
 Providing to staff information about procedures that they can use at workplace.
 Sending to staff the expectation of company, how they are an important part of this and different
ways they can contribute to achieve those.
 Put Learning into Practise with Role Play.
 Provide Incentives and Reward Progress.
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Assessment Task 1 Checklist
Student’s name:
Completed
Did the student provide a sufficient and successfully
Comments
clear answer that addresses the
suggested answer for: Yes No
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
Question 10
Question 11
Question 12
Question 13
Question 14
Question 15
Question 16
Question 17
Task Outcome: Satisfactory  Not Satisfactory 
Assessor signature
Assessor name
Date
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Assessment Task 2: Work allocation project

• Task summary
This assessment task requires you in the role of Human Resources Manager of Boutique Build Australia, to
meet with the Managing Director to discuss the company’s human resources priorities for the upcoming year
and as documented in the company’s Strategic Business Plan.
You will then need to meet your team to consult allocation of the work. You will then need to develop a work
plan for your team, a risk assessment, as well as, use the opportunity to remind your team about their Code
of Conduct responsibilities.
• Required
 Boutique Build Strategic Plan (Annexure 1)

 Human Resources Action Plan Template (Annexure 2)
 Risk Management Plan Template (Annexure 3)
 Staff Code of Conduct (Annexure 4)
 Space for a meeting
 Role-play participants (Managing Director, Human Resources Support Officer and Learning and
Development Officer)
• Timing
The assessor will advise you of the due date of this submission.
Write in the due date below as advised by your assessor:
• Submit
 Completed activities as required in Q1 to Q7
• Assessment criteria
Students must complete all the activities listed and will be assessed against the assessment criteria included
in the checklist included with this task.
• Re-submission opportunities
Students will be provided feedback on their performance by their Assessor. The feedback will indicate if you
have satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed your assessor will explain why and provide you written
feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-
assessment attempt/ s will be arranged at a later time and date.
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Complete the following activities:
Boutique Build Australia Pty Ltd is a boutique building company based in Sydney that specialises in the
design and build of high quality designer homes for the Sydney metropolitan and surrounding areas. The
company has been operational for three years.
As the Human Resources Manager for the company, you are responsible for a small team of staff including
the Human Resources Support Officer and the Learning and Development Coordinator. The Learning and
Development Coordinator is a new appointment in place for the last two months.
As the Human Resources Manager, you are responsible for:

 Taking a key and at times leadership role in the development and implementation of generalist HR
strategies, policies and projects.
 Identifying, designing and implementing general HR strategies and solutions to achieve agreed
outcomes relating to: organisational design, organisational change, performance management,
workforce and strategic planning and other generalist HR activities inclusive of effective negotiation
and consultation with staff.
 Taking ownership of the HR results and outcomes.
 Providing high level, timely and professional advice to senior managers and staff, in interpreting and
implementing human resource policy including: change management; HR planning; industrial
relations; retention, performance management; workplace health; and organisation development and
change.
 Delivering a high level of proactive and reactive support, management and advice to managers and
staff in employee relations, encompassing, equal employment opportunity/diversity case
management.
 Leading developing and motivating a small team.
 Contributing as a HR team member to develop and/or enhance policies, procedures and systems to
support HR ‘best practice”.
 Representing and providing high level advice and support on internal and external forums and
committees.
 Developing effective, collaborative relationships and networking with all internal clients and external
stakeholders.
 Assisting the team to produce best practice learning aids and presentations
 Producing a quarterly review of people statistics and analysis for distribution to internal stakeholders
The Human Resources Support Officer is responsible for:

 Recruitment processes ensuring the needs of the business are met in addition to adherence to
legislative and internal policy requirements.
 Delivery of inductions to new employees within the office meeting legislative compliance measures
as well as equipping new employees with necessary orientation information.
 Management of WHS incident reporting identifying improvement processes to minimise repeat
incidents.
 The facilitation of ergonomic assessments and report analysis resulting in recommendations for
individual requirements.
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 Liaison point for workers compensation claims between insurance company and staff.
 Implementation and maintenance of the Human Resources Information System.
 HR metrics and reporting.
 Assistance to the HR Manager in strategic HR projects.
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Q. Consult on work to be allocated and resources available
Strategic Plan:
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.
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 (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 (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
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.
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Q. Meet with the team for consultation on work allocation
• Boutique Build Australia - Code of Conduct

• Purpose
This code aims to guide the conduct of staff in the performance of their duties as an employee of Boutique
Build Australia and is intended to provide practical assistance for staff faced with ethical challenges.
• Overview
All staff of Boutique Build Australian are expected to perform the duties associated with their position
skillfully, impartially and diligently in order to contribute to the efficient and economic achievement of
Boutique Build Australia’s strategic goals.
Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to
the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the
matter should be discussed with a senior member of staff.
• Code
1. Ethical principles
The fundamental ethical principles on which this code of conduct is based are:
 respect for others
 integrity
 diligence
 economy and efficiency.
2. Respect for others
All staff are expected to treat others, including other staff and customers with fairness and
respect. This involves:
 courtesy and responsiveness in dealing with others
 being sensitive to and respecting the rights and dignity of others
 making reasonable, fair and consistent decisions
 avoiding behaviour which might reasonably be perceived as harassment, victimization or
intimidation
 avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic
background, nationality, disability, political conviction, religious belief, or other grounds
covered by relevant legislation
 allowing alternative points of view to be expressed and reasonably debated.
3. Integrity
All Boutique Build Australia staff have an obligation as a citizen and as an employee to observe the
laws of the State and Commonwealth.
Staff are required to be familiar with and comply with, all relevant Boutique Build Australia’s
policies, procedures and codes of practices of the organisation.
4. Conflicts of interest
Staff should be honest in performing their role, and avoid conflicts between their private interests
and those of their responsibilities to Boutique Build Australia.
Conflicts of interest may arise when a staff member is in a situation where personal circumstances
are affected by the decisions or duties carried out in their role. A conflict may arise when any of
the following are involved:
 financial interests
 personal or sexual relationships
 personal beliefs
 outside employment
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 political participation
 use of confidential information
 use of facilities, equipment and resources
 acceptance of gifts or benefits.
All staff must act responsibly and report any actual or perceived conflicts of interest that arise as
part of their role. If there is any question as to whether a conflict exists, staff must discuss the
circumstances to management to determine whether a conflict exists. Appropriate strategies will
be developed to manage any reported or perceived conflicts of interest.
5. Diligence
Staff are expected to carry out their duties in a professional, ethical and diligent manner at all
times. This means staff must:
 make decisions fairly, impartially and without bias, using the best factual information
available
 keep records and documentation to support their decisions
 always aim to achieve the highest possible standard of performance
 continuously develop their knowledge in their professional fields and areas of responsibility.
Trainers and assessors must continue developing their vocational competencies to support
continuous improvements in the delivery of the services provided by Boutique Build Australia
 exercise best judgment in the interests of Boutique Build Australia
 maintain adequate documentation to support decisions made
 ensure outside interests do not interfere with their ability to meet the responsibilities of their
role
 adhere to professional codes of conduct and standards of ethics
 act responsibly when becoming aware of any unethical behaviour or wrong doing by any
other person. This may involve a report to a senior member of staff or to external authorities.
6. Economy and efficiency
Staff should use Boutique Build Australia resources, facilities and intellectual property only for
legitimate purposes related to their role with Boutique Build Australia.
Staff should avoid waste or minimize it where avoidance is not possible.
Staff should maintain sufficient security and protection of Boutique Build Australia property,
facilities, resources and intellectual property.
7. Breach of the code
This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff
member is found to have breached this Code, Boutique Build Australia may decide to take action
against them. This may include disciplinary action for misconduct or serious misconduct. Any such
action may result in sanctions imposed, including and up to, termination of employment.
8. Legislation
This code of conduct is informed by the following legislation with which all staff must comply.
Fair Work Act 2009
Work Health and Safety Act 2011
Anti-Discrimination Act 1977 (NSW)
Privacy Act 1988
Copyright Act 1968
.
Q. Develop action plan

After the meeting, you will need to develop an action plan using the template in Annexure 2 for the human
resources based on the meeting discussion.
Operational Plans and Work Plans:

Action 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 an Work Plan

A workplace is created according to specific organisational guidelines and a set format. Generally, a work
plan will include:
• Purpose
• Performance objectives
• Activities to achieve objectives
• Timelines for activities
• Performance measures
Allocating work
How you distribute and allocate work across an organisation or team is a critical success factor to a high
performing workforce.
The allocation of work should be done efficiently and fairly. Some criteria for distributing work can include:
• work priority
• cost effectiveness
• focussed on outcomes
• skill set of individuals
• availability of individuals
• professional development opportunity
• interest
When allocating work, it will also be important to consult with your team to find out about their availability
and the resources that are available for the task such as finance or equipment. Consultation with the
leadership team is also necessary to identify priorities and allocation or resources.
Timeframe
Priority
Performance
HR Objectives Actions Resources
Indicators
To recognize a Identify opportunities Guidelines and Identify

smart thinking skills and problems, apply Hig July- templates for partnership with
with problem solutions and h Nov Performance managers and
solving and strategies are being 2017 Management employees
solutions maker used. Join into Document
.
relevant group
associations, and
any volunteer
communities.
Assume Take control and Guidelines and Positive attitude
responsibility for leadership when templates for to new ideas and
Aug-
won actions in required and Hig Performance change, identify
Feb
order to improve accomplish goals h Management when to change
2017
results, processes working Document approach to
and KPI’s unsupervised achieve success
Q. Explain the tools and techniques you used to allocate work focussed on efficiency, cost
effectiveness and outcomes.
Project Management Techniques: Techniques in project management range from traditional
to advanced ones. Which one to choose for running a project, depends on project specifics, its
complexity, teams involved, and other factors. Most of them can be used in various fields,
however, there are techniques that are traditionally used in certain areas of activity, or are
developed specifically for certain fields. We have listed the most popular techniques that are
used in project management.
 Classic technique:
This technique includes preparing a plan of upcoming work, estimating tasks to perform,
allocating resources, providing and getting feedback from the team, and monitoring
quality and deadlines.
This technique is ideal for running projects performed by small teams, when it’s not really
necessary to implement a complex process.
 Waterfall technique:
This technique is also considered traditional, but it takes the simple classic approach to
the new level. To monitor progress and performed steps, Gantt charts are often used, as
they provide a clear visual representation of phases and dependencies.
This technique is traditionally used for complex projects where detailed phasing is
required and successful delivery depends on rigid work structuring.
 Agile Project Management:
Agile project management method is a set of principles based on the value-centered
approach. It prescribes dividing project work into short sprints, using adaptive planning
and continual improvement, and fostering teams’ self-organization and collaboration
targeted to produce maximum value. Agile frameworks include such techniques as Scrum,
Kanban, DSDM, FDD, etc.
Agile is used in software development projects that involve frequent iterations and are
performed by small and highly collaborative team
Today, many project & work management software tools like actiTIME offer convenient ways
to introduce Scrum and Agile in work process. With them, you can configure multiple levels of
your work structure, track long-term and short-term deadlines, use estimates in planning
process, and create Kanban boards to monitor work progress. Basically, software tools allow to
structure your work according to the Agile method, and visualize the structure.
.
Q. Communicate the work plan and Code of conduct to all relevant team members and obtain
confirmation (through email communication with members)
• Boutique Build Australia

•
• Staff Code of Conduct
•
• Purpose
This code aims to guide the conduct of staff in the performance of their duties as an employee of Boutique
Build Australia, and is intended to provide practical assistance for staff faced with ethical challenges.
• Overview
All staff of Boutique Build Australian are expected to perform the duties associated with their position skilfully,
impartially and diligently in order to contribute to the efficient and economic achievement of Boutique Build
Australia’s strategic goals.
Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to
the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the
matter should be discussed with a senior member of staff.
• Code
1. Ethical principles
The fundamental ethical principles on which this code of conduct is based are:
 Respect for others
 Integrity
 Diligence
 Economy and efficiency.
2. Respect for others

All staff are expected to treat others, including other staff and customers with fairness and respect.
This involves:
1. Courtesy and responsiveness in dealing with others
2. Being sensitive to and respecting the rights and dignity of others
3. Making reasonable, fair and consistent decisions
4. Avoiding behavior which might reasonably be perceived as harassment, victimization or
intimidation
5. Avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic
background, nationality, disability, political conviction, religious belief, or other grounds
covered by relevant legislation
6. Allowing alternative points of view to be expressed and reasonably debated.
3. Integrity
All Boutique Build Australia staff have an obligation as a citizen and as an employee to observe the
laws of the State and Commonwealth.
Staff are required to be familiar with and comply with, all relevant Boutique Build Australia’s
policies, procedures and codes of practices of the organisation.
.
4. Conflicts of interest
Staff should be honest in performing their role, and avoid conflicts between their private interests
and those of their responsibilities to Boutique Build Australia.
Conflicts of interest may arise when a staff member is in a situation where personal circumstances
are affected by the decisions or duties carried out in their role. A conflict may arise when any of the
following are involved:
1. Financial interests
2. Personal or sexual relationships
3. Personal beliefs
4. Outside employment
5. Political participation
6. Use of confidential information
7. Use of facilities, equipment and resources
8. Acceptance of gifts or benefits.
All staff must act responsibly and report any actual or perceived conflicts of interest that arise as
part of their role. If there is any question as to whether a conflict exists, staff must discuss the
circumstances to management to determine whether a conflict exists. Appropriate strategies will be
developed to manage any reported or perceived conflicts of interest.
5. Diligence
Staff are expected to carry out their duties in a professional, ethical and diligent manner at all
times. This means staff must:
 Make decisions fairly, impartially and without bias, using the best information available
 Keep records and documentation to support their decisions
 Always aim to achieve the highest possible standard of performance
 Continuously develop their knowledge in their professional fields and areas of responsibility.
Trainers and assessors must continue developing their vocational competencies to support
continuous improvements in the delivery of the services provided by Boutique Build Australia
 Exercise best judgment in the interests of Boutique Build Australia
 Maintain adequate documentation to support decisions made
 Ensure outside interests do not interfere with ability to meet the responsibilities of their role
 Adhere to professional codes of conduct and standards of ethics
 Act responsibly when becoming aware of any unethical behaviour or wrong doing by any other
person. This may involve a report to a senior member of staff.
6. Economy and efficiency

Staff should use Boutique Build Australia resources, facilities and intellectual property only for
legitimate purposes related to their role with Boutique Build Australia.
Staff should avoid waste or minimize it where avoidance is not possible.
Staff should maintain sufficient security and protection of Boutique Build Australia property,
facilities, resources and intellectual property.
7. Breach of the code

This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff
member is found to have breached this Code, Boutique Build Australia may decide to take action
against them. This may include disciplinary action for misconduct or serious misconduct. Any such
action may result in sanctions imposed, including and up to, termination of employment.
8. Legislation
This code of conduct is informed by the following legislation with which all staff must comply.
 Privacy Act 1988
 Copyright Act 1968
.
 Freedom of Information Act 1982

 Work Health and Safety Act 2011
 Disability Discrimination Act – Education Standards 2005
Q. Develop performance indicators for each of the tasks and confirm agreement from the
persons to whom they are allocated. (through email communication)
• Boutique Build Australia

•
• Performance Agreement
Employee: Mr. Tom
Role: Staff member
Date: Feb 7th 2017
Performance Guidance Overall rating Comments

Work product Outstanding Accuracy is excellent
Dependability Needs Occasionally arrives late to work.
Improvement
Cooperativeness Outstanding Enthusiastic and positive behaviour

Adaptability Outstanding Adapted to new systems and processes well and
seeks out training to enhance knowledge, skills
and abilities.
Communication Exceed Co-workers feel comfortable coming to this
Requirements employee with questions and comments
Decision-making Exceed Displays strong analytical skills.
Requirements
Service to clients Needs Get annoyed with customer
Improvement
Use of equipment Meets Turns off and secures all equipment at the
Requirements end of the shift.
Project planning Outstanding Anticipates problems before they occur.
Work group management Outstanding Ability to explain and teach
Development agreement
The following development needs have been discussed and agreed to be undertaken over the next
month of March.
.
Areas for development Actions
 Be clear and concise about what is expected of your

staff.
 Evaluate staff reliability.
Dependability  Weed out the bad apples.
 Conduct personal interviews with problem staff
members.
 Establish a suitable solution.
 Seek Customer Feedback. To provide
excellent customer service, you first need understand
their needs, experiences, and pain points.
Service to Client  Strengthen Your Customer Service Team.
 Use CRM Platforms.
 Leverage Multi-Channel Servicing.
Employer Signature:
Employee Signature:
Q. Conduct a risk analysis to assess the likelihood of negative events preventing the company
in meeting the actions as specified in the work plan you have developed and the likely
consequences/severity of such events and prepare a risk management plan using the
template provided in Annexure 3. Consider the legal requirements while conducting the risk
analysis and preparation of the plan.
• Risk Management Plan: The risk management process will be used by the management team
to ensure risk control methods are included in all organisational planning, management of
operations and governance.
• Definitions:
The following definitions are based on the Australian and New Zealand Risk Management
Standard AS/NZS 4360:2004.
1. Risk
The chance of something happening which will have an impact upon objectives. It is measured in terms of
consequence and likelihood.
2. Likelihood
A qualitative description or synonym for probability or frequency.
3. Consequence
The outcome of an event or situation, expressed qualitatively or quantitatively, being a loss, injury,
disadvantage or gain. There may be a range of possible outcomes associated with an event.
4. Risk assessment
The overall process of risk analysis and risk evaluation.
5. Risk treatment/control methods
Selection and implementation of appropriate options for dealing with risk.
Conceptually, treatment options will involve one or a combination of the following five strategies:
 Avoid the risk.
.
 Reduce the likelihood of occurrence.

 Reduce the consequences of occurrence.
 Transfer the risk.
 Retain/accept the risk.
6. Risk management process
The systematic application of management policies, procedures and practices to the tasks of establishing the
context, identifying, analysing, evaluating, treating, monitoring and communicating risk.
• Risk management procedure

This risk management plan template should be used. The following procedure should be followed for
risk management:
1. Gather information about potential risks and risk treatments or controls using a range of risk
management tools and techniques. The preferred method is brainstorming potential risks
with key staff members and conducting a PESTLE analysis to identify external risks.
2. Confirm key risks and risk treatments or controls to be documented in the risk management
plan. For each risk, indicate the consequence of the risk e.g. loss in sales, loss in profits,
business closure, lack of qualified staff, etc.
3. Identify key risks and document them in the risk register.
4. Using the risk legend within the risk management plan, assess and document the likelihood
of the risk occurring.
5. Using the risk legend within the risk management plan, assess and document the severity of
the risk occurring.
6. Identify and document the agreed treatment or control method for each risk.
7. Assign a ranking to the risk using the risk assessment legend. The ranking of the risk will
determine its importance in terms of risk management.
• Risk assessment legend

• Risk register
• See risk management procedure.
• You must document at least five risks and treatment measures using your research and
review of team minutes, feedback from CEO and brainstorming meeting.
• Evaluate each risk as to whether it is high, medium or low priority and assign an order for
treating risks.
Scope of assessment:
Critical success factors:
Internal & external stakeholders:
Risk Consequences Severity Rating Likelihood Rating Treatment or control
methods
Personal risks to Effect on family Significant Probable Bifurcate working and

family family hours
Competitive risks Poor reputation Moderate Probable Be patient and train your
staff
Decrease in sales Loss to business Significant Occasional Backup plan
Workers Health & Bad reputation Moderate Frequent Implementation of Health

Safety & Safety Policies
Equipment Injury Significant Occasional Proper training to
handling employees
• Risk action plan

Each of the risks identified above should be included in the table below and actions shown. The table should
be copied and pasted for each risk.
Description of risk Equipment handling

Summary of recommended response and impact Poor equipment handling by employees and labour can result
bad impact on the reputation of the company.
Proposed actions Proper training to employees regarding equipment handling
Resource requirements Equipment manuals, training materials
Responsibilities Managers, employees
Timing Monthly/Weekly
Reporting/Monitoring Supervisors
Description of risk Decrease in sales

Summary of recommended response and impact Work and family times should not be mixed. Too much work lo
employee which results in poor performance.
Proposed actions Find out the reasons for reduction in sales
Resource requirements Market survey reports, previous and current sales records
BSBMGT502 Manage people performance Student Assessment Tasks
Responsibilities Managers, employees, marketing and sales manager

Timing Monthly/Weekly
Reporting/Monitoring Supervisors, Accounts officer
New York College, 1009 Ipswich Road, Moorooka, QLD 4115 BSBMGT502 v1.0 - 2017
Page:2

Student’s name:
Completed
successfully
Did the student: Comments
Yes No
Consult with the Managing Director on work to be

allocated and resources available
(i) Prepare well for the consultation reviewing the
strategic plan
(ii) Ask questions and confirm information on
strategic goals, operational objectives, and
resources available required for allocation of
work for human resources in 2017/2018
(iii) Demonstrated effective communication skills to
collect, analyse and understand the required
information.
Consult with the team members on work to be

allocated and resources available
(i) Discussed the tasks and the organizational
operational plan requirements and objectives
(ii) Explained the Code of Conduct and employee
responsibilities
(iii) Demonstrated effective communication skills
required for team building , getting feedback and
reaching agreeable terms
Submit a completed work plan using the template

provided and that includes:
o Actions
o Priority
o Time lines
o Responsibilities
o Performance indicators
that all relate to the organisation’s operational
objectives and discussion at the meeting?
Identify relevant risks and treatment measures and

document in the risk management plan? Are legal
requirements considered?
At the meeting with the team, explain the work plan to

the team, including all actions, timelines,
responsibilities and performance measures?
At the meeting, explain the organisation’s Code of

Conduct?
Page:3
Student’s name:
Completed
successfully
Did the student: Comments
Yes No
Demonstrate effective communication skills including

speaking clearly and concisely, questioning and active
listening?
Assessor signature
Assessor name
Date

Performance management and training Role-play A:
Q. Develop a performance management and review process
 Introduction:
Our Annual Performance Review process has been designed to provide a vital link between the
organizations’s Business Plan, its vision and guiding principles, and individual staff members. It is also
designed to ensure that goals and objectives flow from the top of the organisation to the personal
Page:4
objectives of each individual. It is integral to fostering an engaged and productive workforce, recognising
and rewarding good performance, and managing underperformance.
This Policy applies to permanent and part-time paid employees only. If requested, volunteer workers can
participate in and have access to an annual review in order to obtain feedback regarding their position and
performance.
 Purpose
The purpose of this policy is to ensure that a consistent approach is followed for conducting Annual
Performance Reviews, and that job-related skill and knowledge, and employee competencies and
behaviours, are evaluated and compared against set standards and business objectives.
 Policy
During the first month of an employee’s commencement in a role, Managers will work with the employee
to develop a Performance Plan which will be updated during the Financial Year Period. The Performance
Plan will outline the employee’s goals and objectives for a 12-month period in line with the organisation’s
Business Plan.
Similarly, a Development Plan will outline the individual’s development priorities for the following 12-
month period, as well as reviewing any for the previous 12 months. Consideration should also be given to
the individual’s long-term career objectives.
Managers will conduct a formal Annual Performance Review with each employee within the first six weeks
of the new financial year for the review period from 1st July to 30th June of the previous financial year (or
specified period or time frame). Progress reviews may be conducted on an informal basis more frequently
throughout the financial year.
Periodic assessment and discussion of performance will be carried out throughout the course of the review
period between Managers and each of their employees on an “as needed” basis.
 Responsibilities
It is the responsibility of the Chief Executive Officer (CEO) to ensure that managers and supervisors
 Familiarise themselves with the performance management system objectives and procedures;
 Carry out their responsibilities according to this policy.
It is the responsibility of Employees to:
 Participate openly and honestly in planning and assessing their own performance objectives and
receiving feedback from their Manager or Supervisor.
It is the responsibility of the Human Resources Department to:
 Continually review and refine the performance management system to ensure it will support the
achievement of the organisation’s objectives, and which will fairly and consistently evaluate each
individual’s performance against these objectives;
 Provide ongoing development of Managers’ skills that are required to effectively conduct
performance reviews;
 Ensure that all Managers are aware of their responsibilities in the performance management
process;
 Provide ongoing support and guidance to Managers with performance management issues.
It is the responsibility of Managers to:
• set reasonable performance goals, standards and deadlines with employees;
• consider reviewing an employee's role and changing it if workflow is becoming unmanageable;
Page:5
• inform employees about unsatisfactory work performance in an honest, fair and constructive
way that allows for mutual discourse;
• Be objective and confidential when discussing sensitive issues
• ensure employees' position descriptions are up-to-date and reflect their current roles;
• seek regular feedback from employees about their health and wellbeing;
• provide employees with the resources, information and training they need to carry out their
work safely and effectively.
• Procedures
Performance Management and Performance Plan

The Performance Plan is designed to provide the opportunity to establish targets which provide a
challenge to employees and which can be reviewed and modified in response to employee achievements.
The Manager concerned should develop a Performance Plan in conjunction with the employee within the
first month of an employee commencing or during the Annual Review process. The Performance Plan is to
be updated during every Annual Performance Review or as required throughout the course of the financial
or performance year.
Employees should initially draft their own Performance Plan and then arrange a discussion with their
Manager so that the Plan can be agreed and finalised. If a situation occurs in which the employee and
Manager are unable to come to an agreement, both the employee and the Manager should attach a memo
outlining their position, and forward the Performance Plan to the next-in-line Manager for a final decision.
The Performance Plan should outline goals and objectives for the following 12-month period. It is each
Manager’s responsibility to ensure that these are in line with the business plan. Each objective should
have targets and measures documented, to allow accurate assessment.
The Performance Plan will also include an agreement of what competencies are to be demonstrated in the
role.
Development Plan
During the Annual Review process, or the first month of commencing employment, each employee should
have a Development Plan established. The Development Plan discussion should review the individual’s
development over the previous 12 months, and outline the individual’s broad career directions and
development priorities for the following 12 months.
The Manager should consider what skills, knowledge and competencies are required to achieve the
objectives outlined in the Performance Plan, and to close the gap on current and planned competencies.
Annual Review
Each year in the first six weeks of the new financial or performance year, Managers must complete an
Annual Performance Review interview with their employees.
The Manager must review the employee’s performance against his or her agreed performance objectives,
targets and measures, as well as performance against the agreed competency levels.
The individual’s agreed performance objectives and competencies should be reviewed against the set
performance ratings.
To ensure a degree of objectivity is apparent throughout the review process, the “next-in-line” Manager
will continue to be involved in the review process and must agree with the review and sign it off.
Page:6
Q. Develop a training session for the Managers at Boutique Build Australia
• Attached
Q. Conduct the training session for the Managers at Boutique Build Australia
• Attached
Performance management Role-play B:
This role play requires you to assess the performance of an employee and develop a performance
management plan. The role play requires you to prepare and conduct a meeting to discuss on the
performance management plan and agree upon it.

Q. Prepare a performance management plan.
Prepare a performance management plan

Employee: Jamie
Role: Staff member
Date: July 7th, 2017
Timeframe
Priority
Performance
HR Objectives Actions Resources
Indicators
To recognize a smart Identify opportunities Guidelines and Identify partnership

thinking skills with and problems, apply templates for with managers and
problem solving and solutions and strategies July- Performance employees
Hig
solutions maker are being used. Join Nov Management
h
into relevant group 2017 Document
associations, and any
volunteer communities.
Assume responsibility Take control and Guidelines and Positive attitude to
for won actions in leadership when templates for new ideas and
Aug-
order to improve required and Hig Performance change, identify
Feb
results, processes accomplish goals h Management when to change
2017
and KPI’s working unsupervised Document approach to
achieve success
Q. Conduct the meeting with Jamie
At the meeting with Jamie, provide positive feedback on Jamie’s performance to date and then using the
STAR model of feedback to outline the areas where improvement is required as per the script you have
developed.
Page:7
Task:
The first thing to establish when giving STAR feedback is a particular Situation your employee faced or a
Task they were given: “We were about to miss our monthly sales goal” or “The network went down in the
middle of rush hour.” The more specific it is, the more personal your feedback will be.
Action:
Next, what exactly did your employee do? This could be positive or negative. Try to avoid generic phrases
like ‘handled it’, ‘get things done’ or ‘dropped the ball’ — of course they did, but how? This is key to
reinforcing ideal behaviors or best practices with your team, so if the same Situation/Task occurs again,
nobody has to improvise and they know exactly what to do.
Result:
Finally, what was the direct result of that Action? How did it directly remedy the Situation or complete the
Task? Aim for something more precise than ‘solved the problem’ or ‘completed the task’. Seems easy,
right? It is! And it makes a tremendous difference. Here’s an example of how comments can look before
and after the STAR feedback method:
Making a Difference:
By focusing on the specific Situation/Task, pinpointing the Action taken and directly tying it to the Result,
your employees will know exactly what they did right or wrong and what the impact was. This can go a
long way: Cambridge University describes feedback as the most important part of communication and
communication is the key to bringing out the best in your team!
Your performance review system is only as good as what you put into it, so say goodbye to generic
comments that don’t tell your employees anything they don’t already know, and get past that writer’s
block by digging into the specifics with STAR!
Performance monitoring and evaluation Role play C:
This role play requires you to conduct monitoring and evaluation of the performance of an employee by
conducting a performance review and document the performance review agreement.
Areas for development Actions
 Be clear and concise about what is expected of your

staff.
 Evaluate staff reliability.
Dependability  Weed out the bad apples.
 Conduct personal interviews with problem staff
members.
 Establish a suitable solution.
 Seek Customer Feedback. To provide
excellent customer service, you first need understand
their needs, experiences, and pain points.
Service to Client  Strengthen Your Customer Service Team.
 Use CRM Platforms.
 Leverage Multi-Channel Servicing.
Q. Prepare for the meeting with Jamie.
Page:8
Rewarding performance
Recognition of high standards of performance is an effective tool for motivating staff and continuous
improvement. Methods of recognition could be both informal and formal:
• verbal/written praise through continuous feedback
• certificate/commendation
• letters from senior management/public
• employee award
Performance Coaching
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 receiving feedback
• Reflection through paraphrasing, summarising, and questioning
• Ability to provide constructive feedback
• Empathy
• Ability to be objective
• Fair, patient, tolerant, firm
• Realistic on expectations
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.
Based on the premise that performance in any field can be enhanced by creating a partnership and setting
aside time to explore in conversation how performance might be taken to a new level.
Performance coaching is often a series of conversations that guide the “coachee” to determine and
implement solutions to challenging issues or areas of performance. Because they are specific to the
“coachee,” these solutions are more likely to be successful and long-lasting than externally imposed
solutions.
Coaching is not...
• Giving advice, being the expert or having the answers
• Counselling
• Fixing people
• Doing it for them
• Policing or getting people to work harder
• A close, personal relationship
• A replacement for supervision or management
Coaching is...
• Listening in a profound way
• Asking questions that cause new thinking and possible actions
Page:9
• Hearing limitations in the other person’s speaking

• A place where people can think out loud
• Getting the most value and learning from an experience
• Acknowledging people for who they are and what they produce
• Generating possibility and keeping it alive
• A way of allowing people to change how they are relating to something
• A place to vent, experiment and play with ideas
• Confidential
• A supportive relationship
• A structure for making things happen
Coaching for poor performance
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.
Conducting formal structured feedback sessions
Formal feedback sessions form part of an organisation’s performance improvement processes. They are
often conducted once per year 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.
Developing employees
Build a working environment that keeps people effective and up-to-date to meet organisational needs. An
Page:10
organisation should:
• Encourage a learning culture
• Identify training needs
• Provide coaching
• Understand how people learn and how to help them learn more effectively
Q. Conduct the meeting with Jamie

At the performance review, you will be required to:
 Explain the purpose of the performance review.
 Discuss your rating of Jamie’s work against each item in the checklist.
 Ensure you emphasise areas where Jamie has done well and others where improvement is
required.
 Respond to any questions.
In consultation with Jamie, agree on areas of improvement and indicate that a learning and development
plan will be documented. Make notes for inclusion in the performance review template.
During the performance review, use the effective communication skills for performance management that
you identified in Assessment Task 3.
Q. Document performance review agreement

Following the performance review, document the performance review in the performance review template.
Submit the completed performance review template along with other assessment activities to your assessor
in the role of Jamie, indicating that this is the documented version of Jamie’s performance review.
Boutique Build Australia
Performance Agreement
Employee: Miss Jamie
Role: Staff member
Date: Feb 7th 2017

Work product Outstanding Accuracy is excellent
Dependability Needs Occasionally arrives late to work.
Improvement
Cooperativeness Outstanding Enthusiastic and positive behaviour

Adaptability Outstanding Adapted to new systems and processes well and
seeks out training to enhance knowledge, skills
and abilities.
Communication Exceed Co-workers feel comfortable coming to this
Requirements employee with questions and comments
Page:11

Decision-making Exceed Displays strong analytical skills.
Requirements
Service to clients Needs Get annoyed with customer
Improvement
Use of equipment Meets Turns off and secures all equipment at the
Requirements end of the shift.
Project planning Outstanding Anticipates problems before they occur.
Work group management Outstanding Ability to explain and teach
Development agreement
The following development needs have been discussed and agreed to be undertaken over the
next month of March.
Student’s name:
Completed
successfully
Comments
Did the student: Yes No
Role-play A:
Develop a performance management and review

process that addresses all the following?
 Purpose of the performance management and
review process
 The procedure or steps followed in
implementing the process.
 Number of times a year that a performance
review is to occur for each employee.
 Simple step-by-step procedure for organizing
and conducting the performance review
meeting.
 Templates used to record performance
 Identifying performance gaps and providing
feedback
Develop and provide a training session on the
performance management and review process to
the managers?
Prepare at least 8 Power Point slides that includes
visuals and images?
Page:12
Student’s name:
Completed
successfully
Comments
Demonstrate effective communications skills

including:
 Speaking clearly and concisely?
 Maintaining eye contact with the audience?
 Responding to questions?
 Using active listening techniques to confirm
understanding?
Role-play B:
Prepare a performance management plan following
the performance management and review process?
Research the STAR model and prepare script and
notes on at least 5 tips?
At the meeting, provide positive feedback?
At the meeting, provide feedback on performance
where improvement is needed using the STAR
model?
Provide coaching to improve writing style by
outlining five writing style tips?
During the role-play demonstrate effective
communication skills, including:
 Speaking clearly and concisely
 Responding to questions
 Using active listening techniques to confirm
understanding?
Role-play C:
Demonstrate the ability to prepare for performance
management according to procedures by sending
an email to Jamie advising of:
 Time and date of performance review?
 Duration of performance review?
 Template that will be used?
Conduct performance review including:
 Explain the purpose of the performance
review?
Page:13
Student’s name:
Completed
successfully
Comments
 Discus Jamie’s work against each item in

checklist?
 Emphasise areas where Jamie has done
well and others where improvement is
required?
 Respond to any questions?
 In consultation with Jamie, agree on areas
of improvement and indicate that a learning
and development plan will be documented?
 Use effective communication skills?
Document performance as discussed at the
performance review meeting in the performance
review template?
Assessor signature
Assessor name
Date
Page:14

Performance feedback Role Play A:
This role play requires you to assess the performance of an employee and provide informal and formal
feedback to the employee. If the performance is not improved, necessary action needs to be taken.
Now complete the following activities:
Q. Assume the role of the Human Resources Manager and provide informal feedback to Janice (role-
played by your assessor) about her ongoing poor work performance and to offer counselling and
support.
Here are 7 tips to help an employee to avoid their mistakes:
 Be problem-focused and specific.
 Talk about the situation, not the individual.
 Give praise where it's due.
 Be direct but informal.
 Be sincere.
 Listen.
 Make it timely.
Q. As the Human Resources Manager provide formal feedback to Janice (role-played by your
assessor) about her ongoing poor work performance and to offer counselling and support.
Formal feedback" is an intentional and planned process of giving feedback to an employee in a

workplace. Job evaluations are a common example of a formal feedback process. Others include
weekly progress review meetings and mentor meetings for coaching and development.
Q. Conduct the meeting

Conduct the meeting with Janice (with your assessor playing the role of Janice), explaining to her what the
problem is, why it is a problem, how it impacts on the workplace and why there is a concern.
Following the meeting, send a follow up email to Janice within 1 day of the meeting, summarising the
meeting and the required actions. You must meet this timeline in order to demonstrate that you are able to
meet timelines.
Despite your formal feedback to Janice about her ongoing lateness, Janice’s work arrival times have not
improved. In accordance with workplace procedures, you have discussed the situation with the Managing
Director and had one further meeting with Janice to remind her of the requirement to arrive at work on time.
The decision has been made to terminate Janice’s employment
Dear Miss. Janice,
Page:15
This letter is a written warning for poor job performance. Eight weeks prior, you and I met to discuss
management’s concerns about your performance over the past five months. Specifically:
1. A staff member complaint about you that emailed on three occasions and not received a reply.
2. Often arriving late to work, meetings and trainings.
During our meeting, you were asked if you had anything you wished to say or respond to the situation.
Nevertheless, you did not provided an acceptable explanation as to why you had not abide but instead you
laughed off the feedback, claimed to be always late to everything and refused to offer any other response.
After considering your situation, it is expected that your performance and punctuality improves and
specifically that, three weeks after we met, you arrived to work on time each day and had been prepared
and on-time for all meetings and training. T am truly pleased with your performance.
This is your first warning letter. Your employment may be terminated if your performance> does not
improve before December 2017.
I propose that we meet again on December 1, 2017 to review your progress. Please let me know if this
time is convenient to you. If you wish to respond to this formal warning letter please do so by contacting
me or by replying in writing.
Yours sincerely,
Human Resource Manager
Q. Prepare and provide a termination letter

Termination of your employment
November 20, 2017
Dear Larissa Houston,

I am writing to you about the termination of your employment with Boutique Build Australia Pty Ltd.
I refer to our meeting which was attended by you and admin officers. During the meeting we discussed
your persistent unnoticed tardiness and absence.
We consider that your actions constitute serious misconduct warranting summary dismissal.
You will also be paid your accrued entitlements and any outstanding pay up to and including your last day
of employment. This includes the balance of any time off instead of overtime paid accrued but not yet
taken (paid at the overtime rate applicable when the overtime was worked), and superannuation.
If you have been paid annual leave in advance, any amount still owing will be deducted from your final pay.
Some termination payments may give rise to waiting periods for any applicable Centrelink payments. If you
need to lodge a claim for payment you should contact Centrelink immediately to find out if there is a
waiting period.
Yours sincerely,
Human resource Manager.
Performance feedback Role Play B:

Q. Plan to provide on the job training to Jade to improve the performance
Q. Record the performance of Jade after the training according to the organizational performance
management system.
Page:16
Q. Conduct formal structured feedback meetings with Jade according to the organizational policy.
• Done above

Student’s name:
Completed
successfully Comments
Performance Feedback Role Play A
Provide informal feedback to Janice of the issue and

provide counselling and support
Prepare for formal feedback by making arrangements and

sending an email to Janice
At the formal meeting with Janice:

 Explain the purpose of the meeting
 Outline the poor performance
 Explain how behaviour impacts on the workplace and
why it is a concern, focussing on the issue not the
person?
Demonstrate interpersonal and communication skills by:

 Keeping your communication clear and simple?
 Listening, confirming and clarifying information shared?
 Asking questions to confirm information?
 Emphasising Janice’s strengths?
Provide guidance and support, including discussing

relevant actions required to achieve required performance?
Advise Janice of the company’s counselling services?
At the meeting, confirm that Janice needs to meet her

contractual requirements?
Communicate the outcomes of the meeting in writing,

including:
 Information about achievement of work
responsibilities
 Agreed outcomes
 Within one day of the meeting?
Demonstrate ability to meet timelines by communicating the

outcomes of meeting in writing, within one day of the
Page:17
Student’s name:
Completed
successfully Comments
meeting?
Develop a termination letter that is developed in

accordance with advice on the Fair Work Ombudsman
site?
Outline termination procedure as per Fair Work

Ombudsman?
Performance Feedback Role Play B
Plan and agree to provide on the job training?
Record past-training performance according to the

organizational performance management system?
Conduct regular performance feedback meetings with

Jade?
Assessor signature
Assessor name
Date
Page:18
Q. Write and agree on a performance improvement plan for the sales consultants. Seek assistance
from experts, if needed.
Improvement Plan:
Details
Employee name Jamie
Employee position and Staff Member

level
Manager name Mr. Thomas
Manager position Human Resource
Date of plan September 1, 2016
Period of plan
September 10-November 10, 2017
Interim review date November 12, 2017

Final review date November 20, 2017
Performance improvement objective: <Objective>
To give an opportunity to educate and improve an employee and promote successful performance.
Required outcomes
To get work done efficiently and punctually.
Strategies
Figure out future priorities and challenges
Get stakeholders support for her
Determine how role and contribution fit into the overall picture
Support Identify what causes employee’s performance
Responsibilities Exchange important referrals and needed outside information
Develop professional skills through coaching and mentoring
Consequences Within three months, the employee will be reviewed for progress. Unable to meet
the standards might result to termination.
Q. Plan a recognition and feedback process for the sales staff to motivate them to improve their
performance.
Page:19
Q. Develop and conduct an inhouse coaching program for the sales consultants to impart knowledge
on market trends and acquiring new customers and a post-coaching performance monitoring
system as required in the case study. You are required to inform them of the schedule and other
details of the coaching program
Q. Plan and provide support services, you feel necessary, to the sales consultants to improve their
performance.
Q. Conduct a counselling session for Mark and Philip to overcome their poor performance.
Q. In spite of the motivational and support services provided, the performance of Philip continued to be
poor even after three months. The HR Manager decided to terminate his employment with the
company. Write the procedure that you would follow to terminate his employment in accordance
with legal and organizational requirements.
• All requirements done above

Student’s name:
Completed
successfully
Comments
 Prepare a performance improvement plan for the sales

consultants?
 Obtain agreement on the plan?
 Plan and prepare a recognition and feedback process for

the sales staff for performance improvement?
 Develop an inhouse coaching program for the sales

consultants
 Inform the schedule and details of the coaching program to
sales consultants
 Develop post coaching performance monitoring system?
Plan support services to sales consultants?
Conduct a counselling session for Mark and Philip?
Develop a termination letter to Philip in accordance with advice

on the Fair Work Ombudsman site?
Demonstrate ability to meet timelines by conducting the

counselling and providing support services?
Outline termination procedure as per Fair Work Ombudsman?
Page:20
Student’s name:
Completed
successfully
Comments
Assessor signature
Assessor name
Date
Page:21

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Student Assessment Tasks

BSBMGT502 Manage people performance

Student name: _______________________________________________________________

Student ID: ________________________________________

Date submitted: ________________________________

Assessment Task Overview

 Boutique Build Strategic Plan

Each assessment task in this booklet consists of the following:

Assessment Task Cover Sheet

Depending on the task, this may include

Assessment Task Information

Assessment Task Instructions

Do you understand your rights to re-assessment?  Yes  No

Assessment Task 1: Written Questions

 This is an open book test.

 Access to textbooks/other learning materials

 Answers to all questions

Assessment Task 1 Instructions

• Provide answers to all the questions below:

1. Explain the key provisions of the Fair Work Act 2009.

2. Explain the key provisions of each of the following Acts:

• The Racial Discrimination Act 1975

4. Explain the use of modern awards in workplaces.

(a) Minimum annual wages

(b) In calculating the rates of wages:

Resort Worker Level 5 23.42

Enterprise agreements can include a broad range of matters such as:

 Trait-Focused Management Performance:

 Behavior-Focused Management Performance:

 Employees who are Casual.

13. Under what circumstances is an employee entitled to redundancy pay.

Redundancy can happen when the business:

 The person was dismissed.

 Get a mentor & be a mentor. Having a mentor at work is crucial to attaining

Assessment Task 1 Checklist

Task Outcome: Satisfactory  Not Satisfactory 

Assessment Task 2: Work allocation project

 Boutique Build Strategic Plan (Annexure 1)

 Completed activities as required in Q1 to Q7

Complete the following activities:

As the Human Resources Manager, you are responsible for:

The Human Resources Support Officer is responsible for:

Q. Consult on work to be allocated and resources available

Tactical (middle management)

Operational (first line of management)

Q. Meet with the team for consultation on work allocation

• Boutique Build Australia - Code of Conduct

Q. Develop action plan

Operational Plans and Work Plans:

Creating an Work Plan

To recognize a Identify opportunities Guidelines and Identify

• Boutique Build Australia

2. Respect for others

6. Economy and efficiency

7. Breach of the code

 Freedom of Information Act 1982

• Boutique Build Australia

Employee: Mr. Tom

Role: Staff member

Date: Feb 7th 2017

Performance Guidance Overall rating Comments