BSBMGT502 - Assessment Tasks Workbook 2

ASSESSMENT SUMMARY / COVER SHEET
This form is to be completed by the assessor and used as a final record of student competency.
All student submissions including any associated checklists are to be attached to this cover sheet before
placing on the students file.
Student results are not to be entered onto the Student Management Database unless all relevant
paperwork is completed and attached to this form.
Student Name: Joe yeu lee

Completion
Student ID No: CAC20180180
Date:
Unit Code & Title: BSBMGT502 Manage people performance
Result Reassessment
Please attach the following documentation to this form S = Satisfactory
NS = Not Satisfactory
S = Satisfactory
NS = Not Satisfactory
NA = Not Assessed NA = Not Assessed
 Allocate work and provide

Assessment Task 1 S | NS | NA S | NS | NA
feedback
 Design and train
Assessment Task 2 performance management S | NS | NA S | NS | NA
systems
Assessment Task 3  Manage performance S | NS | NA S | NS | NA
Final Assessment Result for this unit C / NYC
Assessor Comments and Feedback to student:

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Student Declaration: I declare that this assessment is my own Assessor Declaration: I declare that I have conducted a fair,
work based on personal study and research and not plagiarised or valid, reliable and flexible assessment with this student. I have
copied from another student’s work or source. provided appropriate feedback and advised the student of their result.
I am also aware of my appeal rights.
Name: JOE YEU LEE__________ Name: ____________________________

Signature: ____________________________ Signature: ____________________________
Date: ____/_____/_____ Date: ____/_____/_____
Administrative use only
Entered onto Student Management Database  ________________

Date Initials
Choice Academic College Page 1 of 44

RTO 41177 | CRICOS 03625F
June 2018 version: 1.0
Assessment Task 1
BSBMGT502 Manage people performance
Allocate work and provide feedback

Submission details
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
Performance objective
You will demonstrate skills and knowledge required to allocate work and provide informal
feedback to employees in the context of managing people performance.
Assessment description
In response to a simulated workplace scenario, you will meet with a peer manager to role-
play consultation on acquiring a (human) resource, setting performance expectations and
risk management. You will then participate in a second role-play to provide initial, informal
feedback to the newly acquired human resource and set performance expectations for
ongoing work within your team.
The role plays in this assessment will allow you the chance to practice in a simulated
environment about work performance and workforce planning.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you
by your assessor.
2. Review the scenario below. (case study may be carried out as a group exercise in
class)
You are the Hardware and Homewares Manager at the Australian Hardware
Wollongong store. One of your customer service and sales representatives
is taking a year’s absence. A garden products employee, Kim Smith, has
been seconded to you after expressing an interest in the temporary
hardware and home products position to her manager.
You will need to meet with Kim’s manager to discuss the secondment and
Kim’s fitness for the role you have in mind.

Assessment Task 1
You have a role description for the position (Appendix 1).

One of the main concerns you have is Kim’s ability to transfer the customer
service skills practiced and learned in the garden centre, and to learn new
homewares-specific product and service knowledge. Probably one of the
key determinants of whether the secondment will be a success will be Kim’s
attitude to acquiring new skills and knowledge and persevering through a
period of adjustment to her new work conditions.
After meeting with Kim’s manager, you will need to meet with Kim to
negotiate a work plan (Appendix 2), including two to three goals and KPIs,
consistent with the organisation’s operations planning. You are prepared to
accept that during a six-month transition period (one performance appraisal
period) sales performance may be as much as 20% off target. Currently
sales representatives in the hardware and homewares division are
expected to generate $10,000 of revenue monthly. Other objectives and
KPIs may be drawn from and negotiated on the basis of the role’s position
description.
Finally, you will need to identify and analyse two to three risks associated
with the secondment and record the analyses A suggestion would be to
carry out a gap analysis. (Appendix 3).
Note a secondment can mean a temporary basis of work in a different part

of the organisation.
3. Arrange with your assessor (or this may be carried out with your class peers and your
assessor will observe you in the role plays).
a. a time and place to conduct the two role-plays:
i. a consultation with the garden products manager.
ii. a meeting to set performance expectations with the seconded employee.
b. timeframe and format requirements for submitting supporting documentation,
as set out in the specifications below.
4. Carry out the role-play with the peer manager. Ensure you:
a. Discuss your expectations for the employee and your needs for filling the
position with this resource:
i. Discuss the position description and how this will fit into the
organisations plans.
ii. Gather a sense of the employee’s aptitude and how you feel they will
take on this new role.
b. Gather informal feedback to relay to the employee that will allow the employee
to start off with a realistic sense of the expectations of the position and how
hard they may have to work to close any performance/skills/
knowledge gaps. Consider what the work may involve and the importance of
getting sales and being with customers that can affect the performance of the
staff member.

Assessment Task 1
5. Carry out the role-play with the seconded employee. Ensure you complete the
following:
a. Briefly summarise how performance is measured and performance objectives
are set within the organisation. This needs to be clear and concise with details
of performance measurements and objectives for the employee.
b. In accordance with those processes, set performance objectives and complete
a work plan in consultation with the employee. The work plan in appendix two
can be added to with more detail.
c. Discuss general expectations and code of conduct with employee. Explain how
code of conduct is important and what it means if the employee were to breach
the code of conduct and how this would affect their employment.
6. After role-playing with the manager and employee, identify two to three risks
associated with the secondment in accordance with the organisation’s risk
management plan in appendix three. Ensure you identify at least one compliance
risk. (Compliance risk is the threat posed to a company's earnings or capital as a result of violation or
non-conformance with laws, regulations, or prescribed practices.)
7. Submit supporting documentation to your assessor in accordance with the agreed

timeframe, format and the below specifications.
Specifications
You must:
● participate in two role-plays:
○ one with the garden products manager

○ one with the seconded employee.
● submit an agreed work plan
● submit a risk management plan.
Your assessor will be looking for demonstration of your ability to:

● consult with relevant stakeholders to identify work requirements, performance
standards and agreed performance indicators
● develop work plans and allocate work to achieve outcomes efficiently and within
organisational and legal requirements
● provide constructive feedback on performance
● outline how performance is measured and performance objectives are set within the
organisation.

Assessment Task 1
Appendix 1: Employee position description
Position Description
Job title: Customer Service Representative Date:
Job level: Hardware and homewares Reports to: Manager Homewares

manager
Department/division: Hardware and home products
Summary of position
Provide expert advice to customers on hardware and homewares products, process sales and
refer sales to checkout staff.
Essential job requirements

● Determine customer needs.
● Provide expert advice to customers.
● Take and process orders.
Required competence/education
What are the minimum competence/educational requirements for this position?
Competence Level/standard
Product knowledge Ability to describe the use of each product; (on rare occasions,
where necessary) able to refer to others on team with more
expert knowledge and with minimal inconvenience to customer.
Customer focus Can develop rapport, inspire confidence; Up-sell and cross-sell
when appropriate to meet customer’s needs.
Point-of-sale technology Able to complete and process orders within two minutes.
Learning and Expected to take a self-directed and continuous approach to

development learning on- and off-the-job in consultation with management
Health, safety, security Can follow relevant policies and procedures for WHS,
and environment recordkeeping and financial procedures, sustainability policies
and procedures.
Physical requirements
Must be able to stand for four-hour shifts; minimal lifting: 20 kg.
Mental requirements
N/A
Equipment used
Computer/point-of-sale terminal, telephone, forklift, fax machine, power tools.

Assessment Task 1
Supervisory responsibilities
N/A
Working conditions
● Indoor warehouse environment.
● Occasional outdoor work.
Signature:
Date:

Assessment Task 1 BSBMGT502 Manage people performance
Appendix 2: Employee work plan
KRA Activities/goals Measurement/KPIs Accountability/dependencies
Financial
Internal process
Customer focus
Development
Signature:
Date:

Appendix 3: Risk management plan template
Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible

Your answers for task 1:
Answers for task 1:
Employee job descriptions are written statements that describe the duties, responsibilities,
required qualifications and reporting relationships of a particular job. They are based on
objective information obtained through job analysis, an understanding of the competencies
and skills required to accomplish needed tasks, and the needs of the organization to
produce work.
Employee job descriptions identify and spell out the responsibilities of a specific job. They
also include information about working conditions, tools, equipment used, knowledge and
skills needed, and relationships with other positions including the immediate boss.
Effectively developed, employee job descriptions are communication tools that are
significant to your organization's success. Poorly-written employee job descriptions, on the
other hand, add to workplace confusion, miscommunication, and make people feel they
don't know what is expected from them.
If you use employee job descriptions as living, breathing documents that are updated
regularly to reflect the changing requirements of each employee, these descriptions can
become more of a job plan than an irrelevant document.
Positives about Job Descriptions

Job descriptions provide the following:
Provide an Opportunity to Communicate Your Company Direction and Inform Employees How
They Fit Into the Big Picture: Whether you're a small or large business or a multi-site
organization, well-written employee job descriptions will help you align employee direction
with the direction of your senior leadership.
Alignment of employees with your goals, vision, and mission spells success for your
organization. As a leader, you're guaranteeing the trans-functionality of all of the positions
and roles needed to satisfy your customers.
Set Clear Expectations About What You Expect From People: Ferdinand Fournies, in Why,
Don't Employees Do What They're Supposed to Do and What To Do About It? says that
worker expectation is the first place to look if people aren't doing what you want them to do.
He says you need to make certain that all employees clearly understand your expectations—
and that understanding starts with the employee job description. It holds true whether you're
recruiting new employees or posting jobs for internal applicants.
Help You Cover Yourself Legally: As an example, for compliance with the Americans With
Disabilities Act (ADA), you'll want to make certain that the description of the physical
requirements of the job is accurate down to the letter.
Help Organizational Employees, Who Must Work With the New Hire, Understand the
Boundaries of the Person's Responsibilities: People who have been involved in the hiring
process are more likely to support the success of the new employee or promoted coworker.
Developing employee job descriptions is an easy way to involve people in your organization's
success.

Remember, as you develop employee job descriptions, recognize that they are one
component in an effective performance management system. Consider these warnings
about employee job descriptions.
Negative Potential of Employee Job Descriptions

Employee job descriptions have their downside, including the following:
They Become Outdated in a Fast-Paced, Changing, Customer-Driven Work Environment: You

must supplement employee job descriptions with regularly negotiated goals and
developmental opportunities, at a minimum, quarterly—preferably monthly. It requires the
employee to meet with the boss, or the team, to establish the next set of specific,
measurable objectives.
This meeting must also be realistic. If the employee receives new goals and is still
responsible for every task listed in the original employee job description, this is unfair.
Especially, if the goals and job accomplishments are tied to salary or bonus, you must take a
look at where the employee is investing his or her time. If the employee job descriptions
provide an inaccurate picture, change the employee job description.
Don't Always Have Enough Flexibility so Individuals Can "Work Outside of the Box.":
Employee job descriptions must be flexible so that employees are comfortable cross-
training, can help another team member accomplish a task, and have the confidence that
they can make appropriate decisions to serve their customers.
You want people who are comfortable taking reasonable chances to stretch their limits.
Don't Always Provide for Reviews of an Employee's Day-To-Day Work.: In addition to the
updating of regular goals and objectives suggested, employee job descriptions are an
integral part of the performance management and evaluation system. They are used to
determine salary increases and bonus eligibility.
They are a job reference for determining how an employee spends her time at work on a
daily basis. They provide a measurable focus for energy and attention.
Can Sit Unused in a Drawer and Therefore Are a Waste of Time: Employee job descriptions
must be integral in your hiring selection process.
Bottomline
You can use employee job descriptions to obtain employee ownership and to trace the
parameters of the skills and abilities you seek for the position. When hiring, well-written
employee job descriptions can help you make sound hiring decisions. And hiring the right
team is critical to your future success.
Need an employee and company friendly way to keep employee job descriptions, goals, and
plans up-to-date without Human Resources intervention? Consider writing a job plan as an
alternative to the traditional, normally not up-to-date, lengthy job description
Advantages of an Employee-Led Job Plan

An employee-led job plan is always up-to-date, is descriptive of the job the employee is doing
and is owned by and important to the employee. The job plan is an improvement over an HR
written job description that is usually out-of-date, tough to maintain, and a document that
employees don't own and use as a guide.
The written job plan will guide an employee's use of his or her work time and inform the
employee of the priorities and needed outcomes. The job plan, done well, emphasizes an

employee's most significant goals and expectations. You can use a job plan to assess an
employee's progress on goals and core responsibilities.
It makes a useful starting discussion point during weekly one-to-one meetings and in any
meeting to discuss setting goals, planning the future, or desired changes to an employee's
job.
Since the job plan is negotiated with the manager, he or she feels
How to Develop the Job Plan

Managers work with employees to make sure that every employee has an individually
developed job plan. The document is maintained and updated as necessary by the
employee with the concurrence of the employee’s manager.
Group Job Plan

In developing the job plan, employees who have the same job with similar responsibilities
will work as a team to develop the job plan for the job with the assistance and concurrence
of their managers. In the instance of a group-developed job plan, each employee might also
expect to have individual goals, that are specific to his or her position.
Risks are not inherently bad - sometimes taking a risk can lead to big rewards. However,
risks do represent uncertainty, and if you’re managing an organization or project, having a
clear understanding of potential risks can help you move forward and make decisions with
confidence. Risk management is the process of identifying risks, analyzing them to assess
their likelihood and potential impact on a program, and developing and implementing
methods for responding to each risk. To support your risk management planning, this page
offers multiple templates that are free to download. Choose from simple matrix templates or
more comprehensive risk management plan templates for Excel, Word, and PDF, all of which
are fully customizable to meet the needs of your specific enterprise or project.
PROJECT RISK MANAGEMENT
The Project Management Body of Knowledge (PMBOK® Guide, 5th Edition) defines project
risk as “an uncertain event or condition that, if it occurs, has a positive or negative effect on
one or more project objectives, such as scope, schedule, cost, or quality.” Notice that these
risks can be considered positive or negative depending on their effects. Project risk
management seeks to maximize positive risks while avoiding or mitigating negative risks. A
risk management plan is typically included as part of a larger project plan, and is initiated
early in the project lifecycle; the risk plan then evolves as the project progresses. It is
generally the project manager’s role to maintain the plan and update it periodically to
ensure ongoing clarity and effectiveness.
The overall goal of a risk management plan is to manage risk in a way that ensures a
successful project outcome. The planning process enables managers to clearly identify risks,

and then develop and document risk mitigation strategies and contingency plans. The
process also includes identifying both the costs and actions necessary for implementing the
plan. Once completed, the plan serves as a guide for everyone involved in a project and is
particularly important as a tool to communicate with key stakeholders.


Facilitator Guide BSBMGT502_Marking Guide_Task 1
Marking Guide
Assessment Task 1: Allocate work and provide initial
feedback
Candidate’s name JOE YEU LEE Phone no. 0478057539
Assessor’s name Phone no.
Assessment site
Assessment date/s Time/s
Outcomes
Satisfactory
Did the candidate: Yes No
Participate in two role-plays:

● one with the garden products manager
● one with the seconded employee?
Submit a work plan?
Submit a risk management plan?
Submit all documentation within the agreed timeframe and in agreed

format?
Performance indicators
Satisfactory
In role-play with the Garden Centre Manager, consult on work to be

allocated and resources available?
In role-play with the seconded employee, develop work plans in

accordance with operational plans?

Satisfactory
In role-play with the seconded employee, allocate work in a way that is

efficient, cost effective and outcome focused?
In role-play with the seconded employee, confirm performance

standards, code of conduct and work outputs?
In role-play with the seconded employee, develop and agree

performance indicators with relevant staff prior to commencement of
work?
In role-play with the seconded employee, provide preliminary feedback

on performance, as conveyed by previous manager, to set the initial
level of performance from which gains may be made through
performance management?
Conduct risk analysis in accordance with the organisational risk

management plan and legal requirements, for example, consistent
with risks in Australian Hardware risk management plan?
Comments/feedback to participant
Outcome: Successful Unsuccessful
Assessor name:
Assessor signature:

Assessment Task 2
Design and train performance management

systems
Submission details
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
You will demonstrate skills and knowledge required to design and train others on performance
management systems.
In response to a simulated workplace scenario, you will design a performance management system
and train peer managers.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by your
assessor, particularly policies and procedures relevant to the current performance
management system.
2. Review the scenario below.
It has been noted by senior management that employee performance has

generally fallen behind targets. Particular areas of concern are sales revenue and
customer satisfaction and targets that are not being meet by the employees.

Assessment Task 2
Looking at the results of organisational climate measures taken by Australian

Hardware’s HR team, employees complain of:
● the lack of apparent management commitment to training and
advancement
● the lack of meaningful rewards and recognition
● the lack of management presence and ongoing feedback on work

performance.
A large proportion of employees, 45%, always or often feel disengaged from work;
their sense of self-confidence and optimism is low.
There is a high risk of the organisation being unable to attract, retain and enact a
succession plan if trends continue.
Wollongong store. As the most knowledgeable manager on matters of
performance management, you have been asked to deliver a short training
session (15–20 minutes) on the current performance management system and
your plans to improve the current system to take account of HR information.
Your managerial audience is generally familiar with the current system, but would
benefit from a refresher as an introduction to learning about your approved
amendments.
3. Arrange with your assessor:

a. a time and place to role-play the training you may wish to use your class peers to aid you
in your presentation role play.
b. a timeframe and format requirements for submitting supporting documentation, as set
out in the specifications below.
4. Make appropriate amendments to the performance management system to address the
identified deficiencies. You may wish to consider using table for this.
5. Plan a short training session 10-15 mins to convey the important features of the current
performance management system and your amendments. Assume that your amendments
have been approved and are supported by senior management for piloting at the Wollongong
store.
Ensure you cover the following in your session:
a. Introduction to the main features of the performance management system in place,
including:
i. At least three (3) goal-setting and performance measurement processes
ii. formal and informal feedback and why this is important in this case study
iii. performance appraisals and what benefits these can have within the organisation

Assessment Task 2
iv. monitoring training and development. consider why monitoring and develop can
link to performance in this organisation
v. recordkeeping needs and requirements and why keeping records is important.
b. Discussion of the amendments you have made to the current system, including a focus
on developing potential through positive development options rather than on identifying
and correcting performance weaknesses. You may wish to use a table for this question.
c. Prepare to answer questions on the amendments you have made, particularly the
purpose of your system (What do you hope to achieve? What problems does it address?)
and how your amended system is designed to achieve that purpose.
6. Deliver a 10 to 15-minute training session. Lead others (you class peers) by gaining support
for your amended system: explain and argue for the benefits of your amendments.
Note: For example, you could demonstrate amendments to the existing performance
management system by amending existing processes in response to the scenario and then
using these amendments in a training presentation. You could present these amendments on
PowerPoint slides or create a revised performance management flow chart to present to
managers.
7. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications.
Specifications
You must:
● participate in a training session role-play
● submit amended performance management system documentation, such as revised policy or

procedures for performance management
● submit training planning documentation, and presentation materials, such as PowerPoint
presentation and any handouts provided.

● describe performance management systems, including monitoring, evaluation, providing
feedback on performance
● train participants (managers) in performance management systems to allow them to
implement the system with their own staff
● describe how to keep records and documentation in accordance with the organisational
performance management system
● list performance measurement systems utilised within the organisation
● describe staff development options and information.

Your answers for task 2
Answers for task 2:
Train participants in the performance management and review process

Adequate Training
All staff must be trained in the management and review of performance. They must clearly
understand their role in the process. Provide staff with ongoing feedback through meetings
so that they can be updated on what is going on.
Take care when you consider who should be involved in the performance management and
review process. Organisations must be clear on why each party is involved. This process
usually takes place in meetings that are conducted with a mixture of:
➢ Line managers
➢ HR officers
➢ Union representatives (as necessary)
Training should include how participants should conduct themselves and on what
questioning techniques should be used. If the person being assessed reports directly to you
makes sure they are briefed on:
➢ The specific job functions, jobs, goals and key competencies of the individual being
assessed.
➢ What you intend to measure and how.
➢ The criteria by which decisions about discipline, redundancy or reward must
be made.
➢ Training and development opportunities available.
➢ The specific documentation in use by the organisation for writing performance plans,
providing feedback and performance appraisals.
➢ Employment contracts, performance standards and organisational policies.
Monitor and evaluate performance on a continuous basis

To manage performance successfully, you need to create a performance plan, yearly review
and continuously process which staff you need to monitor. You also need to be able to give
the staff feedback, provide coaching and develop them on an ongoing basis.
You should see staff sometimes to discuss their development. Most organisation’s see staff
on the quarterly basis and on a 12 month cycle for the performance review. These reviews
can be productive and provide managers and staff with the opportunity to openly discuss
performance issues in an informal way. The reviews can be used to highlight problems and
identify goals and challenges for the team member.
In some instances, employees may take control of their own performance plans, accessing
them online and allowing them to review and update them. These types of performance
plans are ‘live’ documents which change over time and as the demands of a particular job
change.
Observational techniques to enhance performance
When observing the performance of your staff members, it is important to focus on both
their activities and the behaviours they display in the workplace.
The types of activities you need to identify and monitor include:
➢ Level of output generated by the employee ➢ Revenues generated by the employee

➢ Accuracy or quality of work

➢ Impact of their work on others
➢ Special projects or achievements
Behaviours which you need to observe on a regular basis include:
➢ Friendliness/ professionalism in the workplace
➢ Enthusiasm and commitment levels
➢ Initiative
➢ Punctuality
➢ Teamwork
Observation is not a sufficient way to provide
information to assess performance. You must communicate with staff and detect
unproductive behaviour and activity as it occurs
Provide informal feedback to staff on a regular basis

Feedback is important because it provides management and staff information on areas
where they can improve. There should be a system of ongoing feedback on issues of
performance which creates an open dialogue with staff about concerns and allows them to
make recommendations on how they can improve their performance.
Feedback is a two-way process. Employee's need to be encouraged to seek out feedback; to
ensure that they are performing to the expectations of the organisation. Feedback should be
a positive learning experience; thus it should be given in a professional and tactful way.
Before giving questions:
1. 2.
3. 4. 5.
feedback ask yourself the following
Why are you assessing this staff member?
On what functions, skills, behaviours, or activities is this assessment based?
On what standards is this assessment based? What are the facts of the situation?
What do you plan to do with the results of your feedback?
If you can answer all these questions satisfactorily, you can be sure that the need to provide
feedback is appropriate in the situation, and you are doing it for all the right reasons.
Employees should also be given informal feedback. They become motivated and respond
correctly when you are tactful and professional. The types of processes you might consider
implementing include:
➢ Regular written reports outlining a staff member’s progress.
➢ Regular short meetings to discuss general performance issues and identify
areas for improvement.
➢ Periodic evaluation of your staff member’s output eg: products or tasks they are
responsible for.
➢ Informal peer assessment
➢ Spot checking for quality
Using these types of procedures will provide you with an up-to-date and accurate picture of
just how well any of your employees are performing at any given time, and will ensure that
any feedback you give is relevant and based on fact rather than speculation.

Timely feedback provides you and your team member with an opportunity of remedying the
behaviours or activities which have led to the poor performance- before
Provide on-the-job coaching when necessary to improve performance and to confirm

excellence in performance
Excellence in performance...
Means regularly and consistently exceeding the performance targets established while
meeting the organisation's performance standards.
www.ntis.gov.au
Business Services Package - BSBMGT502A
To maximise the performance of employees while maintaining high levels of morale and
retention, is the key to an organisation obtaining a competitive edge. Coaching is the
process that assists employees to deepen their learning and improve their performance.
On-the-job coaching
Giving feedback on performance issues is part of
coaching. You need to be consistent when providing
information on the strengths and weaknesses of your
staff performance. Individuals that perform well are
coached into developing their skills further.
However, those performing below acceptable
standards are given advice and coached or counselled to help improve their performance.
Coaching is a learning process that is aimed at bringing out the best in a person. It can
assist in long and short term goals that in turn assist in career development. Coaching helps
individuals improve their general skills as well as helping in areas that need improvement.
For this reason, it is a valuable tool for increasing an organisation’s overall productivity as
well as increasing morale.
Developing a coaching plan
To ensure the coaching process is effective you should:
➢ Make an assessment on how quickly you think the individual can be coached to an
appropriate performance level.
➢ Identify and brief the person or persons who will be conducting the coaching.
➢ Set clearly defined performance targets and deadlines in conjunction with the employee
which are agreed to in writing.
➢ Identify and follow up any particular training needs for that individual.
If the individual is able to meet these specific goals or targets within the timeframe
given then you can be sure that the coaching program has been a success


Marking Guide
Assessment Task 2: Design and train performance
management systems
Assessment site
Outcomes
Satisfactory
Conduct a training session role-play?
Submit their amended performance management system

documentation?
Submit their training planning documentation and presentation

materials, such as PowerPoint presentation and any handouts
provided?

format?
Satisfactory
Make amendments that ensured the performance management

system aligned with organisational objectives and policies and
procedures?

Satisfactory
Make amendments to the performance management system that

appropriately address the identified deficiencies for the scenario
business?
Plan a training session and presentation materials for peer managers

in scenario business to convey the important features of the current
performance management system and their amendments? Train
participants in the performance management and review process?
Describe in their training session the main features of a performance

management system?
Discuss in their training session the focus on developing potential

through positive development options rather than on identifying and
correcting performance weaknesses?
Prepare to answer questions on their amendments to the performance

management system?
Lead others by winning support for their amendments to the

performance management system?
Conduct their training session making sure they:
Assessor name:
Assessor signature:

Manage performance
Submission details
The assessment task is due on the date specified by your assessor. Any variations to this arrangement
must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
You will demonstrate the skills and knowledge required to performance manage people through
providing formal and informal feedback and coaching in an organisational context.
In response to a simulated workplace scenario, you will plan and role-play the delivery of a feedback
and coaching session. You will then complete formal performance development documentation with
the employee.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you by your
assessor, particularly the performance management and performance appraisal processes.
2. Review the scenario below:
Wollongong store. Kim Smith has been on your team for the past six
months. It is now performance review time. You will need to provide Kim
with feedback on her performance since she was seconded to you from the
garden centre.
You are less than satisfied with Kim’s performance, but still hope you will
be able to get her to focus on areas she needs to develop in and help her
improve her performance to meet the expectations for the role. It is
particularly disappointing that after providing her with feedback and setting
goals at the outset, she has not lived up to her commitment. You allowed
her to reduce her sales targets, but she has not made any sustained effort

to develop herself to perform to a satisfactory level. She is even failing to

reach the low targets set for the initial six-month period.
While Kim has not performed to expectations, she has made some effort to
learn the required product information. You would like to recognise her
efforts, while not downplaying the fact that the organisation needs and
expects more from their sales staff.
You will need to discuss and agree upon what development steps to take.
You have another experienced and high-performing staff member in the
hardware and homewares department who has agreed to act as a mentor
to Kim. You also have money in the budget for 30 hours of sales training for
Kim if she is willing to be trained.
You will need to follow the Australian Hardware policy and procedures for
performance management, including recordkeeping.
3. Arrange with your assessor or class peers and be observed by the assessor:
a. a time and place to role-play a coaching session/performance appraisal
b. a timeframe and format requirements for submitting supporting documentation, as set
out in the specifications below.
4. Review the employee’s Performance Scorecard (Appendix 1). You need to have a full
understanding of this score card to be able to develop your meeting with the employee.
5. Plan an informal coaching session for the employee. Use the Coaching Plan template provided
(Appendix 2) or a coaching planning model of your own design.
The focus of this part of the role-play should be on collaborating with the employee to identify
performance gaps and taking positive measures to close those gaps. This may mean further
training, having a buddy system put in place, weekly check in meetings. This may be three weeks
to 12 weeks as you need to decide on the
6. Prepare the formal performance development documentation for the employee. Use the
Performance Development Plan template provided (Appendix 3), in accordance with the
Australian Hardware performance management policy.
The focus of part of the role-play (done immediately after the coaching session) is to formally
establish with the employee the performance issues, remedial steps and work goals for the next
performance review period. This may be three weeks to 12 weeks as you need to decide on the
review period and the performance of the employee.
7. Participate in a 10–15-minute role-play. Ensure you complete the following:

a. Conduct a coaching session where you:
i. discuss performance expectations and what you believe is required from this
employee and how they can meet the organisation’s goals and expectations.

ii. establish and clarify the reality of the employee’s performance: describe how
performance was monitored and measured; your evaluation of the gap between
expectations and their performance; and discuss previous feedback given
(Assessment Task 1).
iii. recognise achievements, attitude and positive aspects of performance
iv. discuss opportunities for growth and meeting expectations
v. establish willingness of the employee to take concrete steps.
b. Complete formal performance development documentation, where you:
i. set targets and review dates for the next performance review
ii. complete performance management recordkeeping for HR (Appendix 3), including
signatures. Refer to the performance management procedures followed with the
employee.
8. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications.
Specifications
You must:
● participate in a 10–15 minute role-play
● submit a coaching plan
● submit your performance development planning:
○ the performance development plan as prepared by you prior to the role-play

○ the performance development plan as completed in agreement with the employee during
the role-play.

● monitor, evaluate and provide feedback on performance; and provide coaching, training and
other performance management techniques as needed
● reinforce excellence in performance through recognition and continuous feedback
● keep records and documentation in accordance with the organisational performance

management system
● describe staff development options and information.

Appendix 1: Performance scorecard – Kim Smith
KRA Target Result Comments
Financial $8,000 sales $5,000 average over This low target was set for an initial period of six months. You would expect
revenue per month six months an employee to reach a target of $10,000 at this stage.
Customer 8/10 score on 5/10 score The employee is personable and tries hard to develop a rapport with
focus customer focus customers. Customers and staff respond well to the employee. However,
staff cannot rely on the employee to support them and they are constantly
being asked for product information that the employee should know already.
Customers are initially attracted to the employee’s friendly manner but are
quickly turned off by her unserious attitude. Customers do not have
confidence in this employee’s ability to help them choose a product that will
meet their needs. Customers who do stick with the employee must then wait
longer to complete their purchases.
Internal Two minutes to Average five minutes The employee has never mastered the point-of-sale system; consequently
process complete sales they make errors that need to be corrected before completing transactions.
efficiency transaction
Learning and 20–30 training Seven training hours The employee, while expressing initial enthusiasm for the role, has not made
development hours any sustained effort to learn the basic skills and knowledge necessary to
reach targets, although the employee attended a one-day rapport-building
workshop. The employee appears to feel that they will learn by casual
experience without any effort or that they can constantly rely on others to
help.

Appendix 2: Coaching plan template
Coaching phase Notes/questions/planning
Goal and performance employee is entitled to a meeting with the evaluators to discuss
expectations their performance over the 12 month period. After receiving a
written performance evaluation, an employee must request a
follow-up meeting with the evaluator to discuss the within 14
days of the request unless there are exceptional
circumstances.performance evaluation. This meeting will take
place
Reality of actual performance If a manager is to manage a decline in performance, then

performance must be clearly defined. Without performance
standards you will not be able to measure a decline in
performance. All employees will have a slight deviation in work
performance over time. You should watch for when there is a
significant drop from the performance standards.
Opportunities to develop Once the performance appraisal for the previous year is
complete, it is up to you as a manager to thoroughly discuss
specific development goals with individual staff members and
work on creating a realistic plan for achieving these goals.
Willingness to develop and A Performance Improvement Plan is a document that is

commitment designed for a member of the team who is not performing up to
expectations in their current role. Helping the develop
employees is an essential part of the continuous cycle of
learning and growth for both the employee and the organisation
as a whole. Utilising this type of ongoing assessment, appraisal,
and development system allows an organisation to manage
performance issues by focusing on developmental plans and
opportunities for each employee, which in turn increases
organisational effectiveness.


Appendix 3: Performance development plan template
Name and position:
Manager: Review period:
Reference from operational Key result area Indicator of success/ Status report/results
plan performance

Reference from operational Key result area Indicator of success/ Status report/results
plan performance

Achievements: Areas of opportunity:
Next performance review period:
Manager’s comments:
Signature: Date:
Staff member’s comments:
Signature: Date:

Your answers for task 3 BSBMGT502 Manage people performance
Answers for task 3:

The History of Employee Performance Management
Performance Management began around 60 years ago

as a source of income justification and was used to
determine an employee's wage based on performance.
Organisations used this new method to drive

behaviours from the employees to get specific
outcomes. In practice this worked well for certain
employees who were solely driven by financial rewards.
However, where employees were driven by learning and
development of their skills, it failed miserably.
The gap between justification of pay and the

development of skills and knowledge became a huge
problem in the use of Performance Management. This
became evident in the late 1980s; the realisation that
a more comprehensive approach to manage and
reward performance was needed. This approach of
managing performance was developed in the United
Kingdom and the United States much earlier than it
was developed in Australia.

In recent decades, however, the process of managing

people has become more formalised and specialised.
Many of the old performance appraisal methods have
been absorbed into the concept of Performance
Management, which aims to be a more extensive and
comprehensive process of management. Some of the
developments that have shaped Performance
Management in recent years are the differentiation of
employees or talent management, management by
objectives and constant monitoring and review.
Its development was accelerated by the following

factors: The introduction of human resource
management as a strategic driver and integrated
approach to the management and development of
employees; and
The understanding that the process of Performance
Management is something that's completed by line
managers throughout the year - it is not a once off
annual event coordinated by the personnel
department.
What is employee Performance Management and what
are the benefits?

Employee Performance Management is an ongoing

process for establishing a shared workforce
understanding about what is to be achieved at an
organisational level.
Introduction to Performance Management
Employee Performance Management is about aligning

the organisational objectives with the employees'
agreed measures, skills, competency requirements,
development plans and the delivery of results.
The emphasis is on improvement, learning and

development in order to achieve the overall business
strategy and to create a high performance workforce.
The History of Employee Performance Management

Performance Management began around 60 years ago

as a source of income justification and was used to
determine an employee's wage based on performance.
Organisations used this new method to drive

behaviours from the employees to get specific
outcomes. In practice this worked well for certain
employees who were solely driven by financial rewards.
However, where employees were driven by learning and
development of their skills, it failed miserably.
The gap between justification of pay and the

development of skills and knowledge became a huge
problem in the use of Performance Management. This
became evident in the late 1980s; the realisation that
a more comprehensive approach to manage and
reward performance was needed. This approach of
managing performance was developed in the United
Kingdom and the United States much earlier than it
was developed in Australia.
In recent decades, however, the process of managing

people has become more formalised and specialised.
Many of the old performance appraisal methods have

been absorbed into the concept of Performance

Management, which aims to be a more extensive and
comprehensive process of management. Some of the
developments that have shaped Performance
Management in recent years are the differentiation of
employees or talent management, management by
objectives and constant monitoring and review.
Its development was accelerated by the following

factors:
The introduction of human resource management as a

strategic driver and integrated approach to the
management and development of employees; and
The understanding that the process of Performance
Management is something that's completed by line
managers throughout the year - it is not a once off
annual event coordinated by the personnel
department.
How Annual Appraisals are Different But Part of
Performance Management
Most organisations have some type of employee
appraisal system, and many are experiencing the

shortcomings of manual staff evaluation systems.

When discussing workforce performance the most
commonly asked question is "How does Performance
Management differ from performance appraisals or
staff reviews"?
Performance Management is used to ensure that

employees' activities and outcomes are congruent with
the organisation's objectives and entails specifying
those activities and outcomes that will result in the firm
successfully implementing the strategy (Noe et al.
2000, p.55).
An effective Performance Management process

establishes the groundwork for excellence by:
Linking individual employee objectives with the

organisation's mission and strategic plans. The
employee has a clear concept on how they contribute
to the achievement the overall business objective,
Focusing on setting clear performance objectives and
expectations through the use of results, actions and
behaviours,

Defining clear development plans as part of the

process, and
Conducting regular discussions throughout the
performance cycle which include such things as
coaching, mentoring, feedback and assessment.


Marking Guide
Assessment Task 3: Manage performance and provide
feedback
Assessment site
Outcomes
Satisfactory
Participate in a 10–15 minute role-play?
Submit a coaching plan?
Submit their performance development planning, including:

● the performance development plan as prepared by the
candidate prior to the role-play
● the performance development plan as completed in agreement
with the employee during the role-play?

format?
Satisfactory
Develop a coaching plan focusing the session on collaborating with the

employee to identify performance gaps and taking positive measures
to close those gaps?

Satisfactory
Prepare the formal performance development documentation for the

employee in accordance with organisational requirements?
During the role-play, conduct performance management in accordance

with organisational policy and procedures for performance
management?
During the coaching session phase of the role-play, monitor and

evaluate the employee’s performance on a continuous basis?
During the coaching session phase of the role-play, provide informal

feedback to the employee on a regular basis?
During the role-play, advise the employee where there is poor

performance and take necessary actions?
During the coaching session phase of the role-play, provide on-the-job

coaching when necessary to improve performance and to confirm
excellence in performance?
Completed the formal performance development documentation with

the employee in accordance with organisational requirements?
Assessor name:
Assessor signature:

Unit Feedback BSBMGT502 Manage People Performance
Please help us to improve our services to you. We would appreciate your honest feedback on
the training provided for this unit.
Thinking about your experience while participating in the training for this unit, please read the
following statements and tick one response only.
Trainer
name
Date Site
started
Learner name
Disagree Unsure Agree Not applicable
You were provided with clear information regarding accessing    

classes.
The methods of presentation were engaging and effective.    
There is a good balance between theory and practice.    
Your trainer provided opportunities for you to ask questions and    
participate during class.
You had access to individual assistance.    
Assessment tasks required you to demonstrate what you learned.    
I received useful feedback on my assessments.    
The unit resources were useful and easy to understand.    
The facilities and online resources if needed for this unit were    
adequate.
The knowledge and skills you have learned will assist you in your    
career.
You are satisfied with the quality of this training.    
If you ticked “Disagree” for any questions above, could you please provide an explanation?
What did you find most challenging about studying this unit? Please specify.
Do you have any suggestions on how we could improve this unit
Thank you for your feedback


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What is the purpose of the assessment tasks?

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What documentation is required to be submitted with the assessment tasks?

What documentation is required to be submitted with the assessment tasks?

ASSESSMENT SUMMARY / COVER SHEET

Student Name: Joe yeu lee

Unit Code & Title: BSBMGT502 Manage people performance

 Allocate work and provide

Assessment Task 3  Manage performance S | NS | NA S | NS | NA

Final Assessment Result for this unit C / NYC

Assessor Comments and Feedback to student:

I am also aware of my appeal rights.

Name: JOE YEU LEE__________ Name: ____________________________

Administrative use only

Entered onto Student Management Database  ________________

Choice Academic College Page 1 of 44

Allocate work and provide feedback

Choice Academic College Page 2 of 44

You have a role description for the position (Appendix 1).

Note a secondment can mean a temporary basis of work in a different part

Choice Academic College Page 3 of 44

7. Submit supporting documentation to your assessor in accordance with the agreed

○ one with the garden products manager

● submit a risk management plan.

Your assessor will be looking for demonstration of your ability to:

Choice Academic College Page 4 of 44

Appendix 1: Employee position description

Job title: Customer Service Representative Date:

Job level: Hardware and homewares Reports to: Manager Homewares

Department/division: Hardware and home products

Essential job requirements

Learning and Expected to take a self-directed and continuous approach to

Choice Academic College Page 5 of 44

Choice Academic College Page 6 of 44

Appendix 2: Employee work plan

KRA Activities/goals Measurement/KPIs Accountability/dependencies

Choice Academic College Page 7 of 44

Appendix 3: Risk management plan template

Choice Academic College Page 8 of 44

Answers for task 1:

Positives about Job Descriptions

Choice Academic College Page 9 of 44

Negative Potential of Employee Job Descriptions

They Become Outdated in a Fast-Paced, Changing, Customer-Driven Work Environment: You

Advantages of an Employee-Led Job Plan

Choice Academic College Page 10 of 44

How to Develop the Job Plan

Group Job Plan

PROJECT RISK MANAGEMENT

Choice Academic College Page 11 of 44

Choice Academic College Page 12 of 44

Choice Academic College Page 13 of 44

Candidate’s name JOE YEU LEE Phone no. 0478057539

Assessor’s name Phone no.

Assessment date/s Time/s

Did the candidate: Yes No

Participate in two role-plays:

● one with the seconded employee?

Submit a work plan?

Name: JOE YEU LEE Name: __________________