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Candidate Instructions

 

BSBMGT502 Manage people performance

Introduction

This Assessment Package outlines the requirements for the assessment of BSBMGT502 Manage people performance

This unit forms part of the version first released with BSB Business Services Training Package Version 1.0.

The unit can be accessed at training.gov.au at the following link:

https://training.gov.au/Training/Details/BSBMGT502

Pre-requisites

The unit of competency has no pre-requisites units:

Co-requisites

The unit of competency has no co-requisites.
Assessment Overview

This unit of competency will be assessed using assessment methods including role plays and written responses including evaluations of documents. This allows for the discrete assessment of specific knowledge and the assessment of knowledge integrated with skills during practical simulated workplace tasks.

There are three assessment activities for the assessment of BSBMGT502 Manage people performance

 

No. Method Description
1 Allocate work and provide initial feedback In response to a simulated workplace scenario, candidates will meet with a peer manager to role-play consultation on acquiring a (human) resource, setting performance expectations, and risk management. Candidates 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 their team.
2 Design and train performance management systems In response to a simulated workplace scenario, candidates design a performance management system and train peer managers.
3 Manage performance and provide feedback In response to a simulated workplace scenario, you will plan and role-play (1) the delivery of a feedback and coaching session and then (2) the conduct of a formal performance appraisal session.
4 Manage follow up Candidates will answer a series of scenario-based questions on the general topic of following up on performance management, and discipline and dismissal processes.

 

Please note: You must demonstrate a satisfactory result in all assessment activities in order to be assessed as competent in all units.

Candidate Instructions – Allocate work and provide initial feedback – 1

The assessment task

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.

This task requires you to:

  • 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 procedure

You will be provided a briefing on the assessment. This is an opportunity to seek clarification about the conduct of assessment and the wording of questions contained within the assessment. Following the assessment, the assessor will provide you with direct feedback about your result.

  1. Review the Australian Hardware simulated business documentation provided to you by your assessor.
  2. Review the scenario below.
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.

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 (Appendix 3).

  1. Arrange with your assessor:
    1. a time and place to conduct the two role-plays:
      1. a consultation with the garden products manager.
      2. a meeting to set performance expectations with the seconded employee.
    2. timeframe and format requirements for submitting supporting documentation, as set out in the specifications below.
  2. Carry out the role-play with the peer manager. Ensure you:
    1. Discuss your expectations for the employee and your needs for filling the position with this resource:
      1. Discuss the position description.
      2. Gather a sense of the employee’s aptitude.
    2. 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.
  3. Carry out the role-play with the seconded employee. Ensure you complete the following:
    1. Briefly summarise how performance is measured and performance objectives are set within the organisation.
    2. In accordance with those processes, set performance objectives and complete a work plan in consultation with the employee.
    3. Discuss general expectations and code of conduct with employee.
  4. 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. Ensure you identify at least one compliance risk.
  5. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and the assessment task above.

Resource Requirements

To complete this assessment task you will be required to access

  • Student workbook.
  • Appendices (see below).
  • Computer lab or devices to access the wifi internet.
  • Management: Theory and Practice 6th Cole, K. 2016. Cengage Learning.

Limitations

The following limitations apply:

  • If you require more time, you may negotiate with the assessor.
  • Your responses are to be recorded in writing or may be provided verbally.
  • You will have 10 – 15 minutes to complete each role play.

 

Appendices:

Appendix 1: Employee position description

Position Description
Job title: Customer Service Representative Date:  
Job level:   Reports to: Manager Homewares
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 development Expected to take a self-directed and continuous approach to learning on- and off-the-job in consultation with management
Health, safety, security and environment Can follow relevant policies and procedures for WHS, 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.

Supervisory responsibilities

N/A

Working conditions

●      Indoor warehouse environment.

●      Occasional outdoor work.

Signature:

Date:

 

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 likelihood Risk impact Controls Monitoring Timelines Responsible
             
             
             
             
             
             
             


Candidate Instructions – Design and train performance management systems – 2

The assessment task

In response to a simulated workplace scenario, you will design a performance management system and train peer managers.

 

This assessment activity requires you to:

  • 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.

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

  • 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.

Assessment procedure

Your assessor will provide a briefing on the assessment to you at the commencement of this module. This is an opportunity for you to seek clarification about the completion of the presentation and to ensure that you accurately understand the requirements of each task. You are requested to document all your activities for this assessment. Following the assessment, the assessor will provide you with direct feedback about your result. You will be required to:

  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.
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.

You are the Hardware and Homewares Manager at the Australian Hardware 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.

  1. Arrange with your assessor:
    1. a time and place to role-play the training
    2. a timeframe and format requirements for submitting supporting documentation, as set out in the specifications below.
  2. Make appropriate amendments to the performance management system to address the identified deficiencies.
  3. Plan a short training session 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:

  1. Introduction to the main features of the performance management system in place, including:
    1. goal-setting and performance measurement processes
    2. formal and informal feedback
  • performance appraisals
  1. monitoring training and development
  2. recordkeeping needs and requirements
  1. 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.
  2. 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.
  1. Deliver a 15–20 minute training session. Lead others 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.

  1. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and the assessment task above.

Resource Requirements

To complete this assessment task you will be required to access

  • Student workbook.
  • Appendices (see below).
  • Computer lab or devices to access the wifi internet.
  • Management: Theory and Practice 6th Cole, K. 2016. Cengage Learning.

Limitations

The following limitations apply:

  • If you require more time, you may negotiate with the assessor.
  • Your responses are to be recorded in writing or may be provided verbally.
  • You will have 10 – 20 minutes to complete the role play training session.

 

 

Candidate Instructions – Manage performance and provide feedback – 3

The assessment task

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.

This task requires you to:

  • 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.

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

  • 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.

Assessment procedure

This is an opportunity to seek clarification about the conduct of assessment and the wording of questions contained within the assessment. You are requested not to talk to other in the assessment and direct any questions to the assessor. Following the assessment, the assessor will provide you with direct feedback about your result. You must submit a brief written reflection on the feedback collected, due no later than one week after the presentation delivery.

  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:
You are the Hardware and Homewares Manager at the Australian Hardware 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.

  1. Arrange with your assessor:
    1. a time and place to role-play a coaching session/performance appraisal
    2. a timeframe and format requirements for submitting supporting documentation, as set out in the specifications below.
  2. Review the employee’s Performance Scorecard (Appendix 1).
  3. 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.

  1. 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.
  1. Participate in a 10–15 minute role-play. Ensure you complete the following:
    1. Conduct a coaching session where you:
      1. discuss performance expectations
      2. 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).
  • recognise achievements, attitude and positive aspects of performance
  1. discuss opportunities for growth and meeting expectations
  2. establish willingness of the employee to take concrete steps.
  1. Complete formal performance development documentation, where you:
    1. set targets and review dates for the next performance review
    2. complete performance management recordkeeping for HR (Appendix 3), including signatures. Refer to the performance management procedures followed with the employee.
  2. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and the assessment task above.

Resource Requirements

To complete this assessment task you will be required to access

  • Student workbook.
  • Appendices (see below).
  • Computer lab or devices to access the wifi internet.
  • Management: Theory and Practice 6th Cole, K. 2016. Cengage Learning.

Limitations

The following limitations apply:

  • If you require more time, you may negotiate with the assessor.
  • Your responses are to be recorded in writing or may be provided verbally.
  • You will have 10 – 15 minutes to complete the role play.

 


Appendices:

Appendix 1: Performance scorecard – Kim Smith

KRA Target Result Comments
Financial $8,000 sales revenue per month $5,000 average over six months This low target was set for an initial period of six months. You would expect an employee to reach a target of $10,000 at this stage.
Customer focus 8/10 score on customer focus 5/10 score The employee is personable and tries hard to develop a rapport with 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 process efficiency Two minutes to complete sales transaction Average five minutes The employee has never mastered the point-of-sale system; consequently they make errors that need to be corrected before completing transactions.
Learning and development 20–30 training hours Seven training hours The employee, while expressing initial enthusiasm for the role, has not made 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 expectations  
Reality of actual performance  
Opportunities to develop  
Willingness to develop and commitment  

 

Appendix 3: Performance development plan template

Name and position:
Manager: Review period:

 

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

 

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

 


Candidate Instructions – Manage follow up – 4

The assessment task

You will answer a series of scenario-based questions on the general topic of following up on performance management, and on discipline and dismissal processes.

This task requires you to:

  • submit written responses to the scenario-based questions.

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

  • seek assistance from human resources specialists where appropriate
  • reinforce excellence in performance through recognition and continuous feedback
  • outline the legislative and regulatory context of the organisation with reference to equal employment opportunity, anti-discrimination, competition and consumer protection, privacy, industrial relations, health and safety (OHS/WHS), environmental issues and other relevant requirements
  • outline relevant awards and certified agreements
  • explain unlawful dismissal rules and due process.

Assessment procedure

You will be provided a briefing on the assessment. This is an opportunity to seek clarification about the conduct of assessment and the wording of questions contained within the assessment. Following the assessment, the assessor will provide you with direct feedback about your result

  1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly relating to performance management requirements.
  2. Review and answer the scenario-based questions in Appendix 1.
  3. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and assessment task above. Keep a copy for your records.

Resource Requirements

To complete this assessment task you will be required to access

  • Student workbook.
  • Appendices (see below).
  • Computer lab or devices to access the wifi internet.
  • Management: Theory and Practice 6th Cole, K. 2016. Cengage Learning.

Limitations

The following limitations apply:

  • If you require more time, you may negotiate with the assessor
  • Your responses are to be recorded in writing or may be provided verbally.

 

 

Appendices:

Appendix 1: Scenario-based questions

Question 1: Monitoring and coaching

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. You consider the organisation’s performance management policy and resolve to undertake some research into ways to improve the system or its implementation.

Answer the following:

  • How could variables such as recognition and continuous feedback help reinforce excellence in performance? Give two examples that could work at Australian Hardware to affect performance.
  • How would you apply Australian Hardware procedures to monitor and coach individuals, specifically those with poor performance?

Question 2: The legal context of performance management

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. You are concerned about your application of performance management and want to work according to legal requirements.

Answer the following:

  • For three of the following areas, what are the relevant pieces of legislation applicable to performance management at Australian Hardware?
    • equal employment opportunity
    • anti-discrimination
    • competition and consumer protection
    • privacy
    • industrial relations
    • health and safety (OHS/WHS)
    • environmental issues.
  • For each piece of legislation identified above, identify at least one requirement relevant to performance management at Australian Hardware.

Question 3: Seeking advice

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives, Kim Smith, is consistently not meeting performance expectations. You have tried setting goals in consultation with the employee, ongoing coaching and feedback. You have conducted two formal performance reviews. You are not sure what else you can do.

Answer the following:

  • Name any positions of an internal source you could approach for HR or performance management advice.
  • Name one external source (individual professional, consultancy or government) of HR or performance management advice, particularly for managing poor performance.

Question 4: Counselling and support

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives, Kim Smith, is consistently not meeting performance expectations. You have decided to counsel the employee to alert her of poor performance in a formal way and to inform her that dismissal may be an option for the future if her performance does not improve.

Answer the following:

  • What steps would you take to counsel the employee in accordance with organisational policy and relevant legislation for disciplinary meetings?
  • What legislation is the most relevant in this scenario?
  • What is the relevant award for the employee’s role at Australian Hardware?
  • What support services could you offer the employee?

Question 5: Dismissal

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives, Kim Smith, is consistently not meeting performance expectations. You have decided to terminate her.

Answer the following:

  • What is the process of termination in accordance with organisational policy and legal requirements? Summarise the details.
  • What are the relevant unlawful dismissal rules and due process that you must follow?

Assessment 1

  • Provide the evidence of role play
  • Summary of meeting with peer manager
  • Summary of meeting with second employee.

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 likelihood Risk impact Controls Monitoring Timelines Responsible
             
             
             
             
             
             
             


 

Assessment 2

 

Identify the gap in current performance management system

 

 

 

 

 

 

 

Identify and illustrate the changes you have done:

 

 

 

 

 

 

 

Plan and deliver short training plan: ( see the example below)

Session Activity Resources Measure
Session 1 Introduction to the main features of the performance management system Computer lab

PPT slides

Discussion question

Ice breaking activity

Competency Quiz
       
       

 

 

Prepare one PowerPoint Slides  and hands out for training ( Make sure you cover these points on your power point)

Ensure you cover the following in your session:

  1. Introduction to the main features of the performance management system in place, including:
    1. goal-setting and performance measurement processes
    2. formal and informal feedback
  • performance appraisals
  1. monitoring training and development
  2. recordkeeping needs and requirements
  1. 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.
  2. 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.

 

Appendices:

Appendix 1: Performance scorecard – Kim Smith ( Review this score card)

KRA Target Result Comments
Financial $8,000 sales revenue per month $5,000 average over six months This low target was set for an initial period of six months. You would expect an employee to reach a target of $10,000 at this stage.
Customer focus 8/10 score on customer focus 5/10 score The employee is personable and tries hard to develop a rapport with 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 process efficiency Two minutes to complete sales transaction Average five minutes The employee has never mastered the point-of-sale system; consequently they make errors that need to be corrected before completing transactions.
Learning and development 20–30 training hours Seven training hours The employee, while expressing initial enthusiasm for the role, has not made 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.

 

Analysis of  Score Card:

 


Appendix 2: Coaching plan template

Coaching phase Notes/questions/planning
Goal and performance expectations  
Reality of actual performance  
Opportunities to develop  
Willingness to develop and commitment  

 

Appendix 3: Performance development plan template

Name and position:
Manager: Review period:

 

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

 

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

 

Assessment 4

Appendix 1: Scenario-based questions

Question 1: Monitoring and coaching

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. You consider the organisation’s performance management policy and resolve to undertake some research into ways to improve the system or its implementation.

Answer the following:

  • How could variables such as recognition and continuous feedback help reinforce excellence in performance? Give two examples that could work at Australian Hardware to affect performance.
  • How would you apply Australian Hardware procedures to monitor and coach individuals, specifically those with poor performance?

Question 2: The legal context of performance management

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. You are concerned about your application of performance management and want to work according to legal requirements.

Answer the following:

  • For three of the following areas, what are the relevant pieces of legislation applicable to performance management at Australian Hardware?
    • equal employment opportunity
    • anti-discrimination
    • competition and consumer protection
    • privacy
    • industrial relations
    • health and safety (OHS/WHS)
    • environmental issues.
  • For each piece of legislation identified above, identify at least one requirement relevant to performance management at Australian Hardware.

Question 3: Seeking advice

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives, Kim Smith, is consistently not meeting performance expectations. You have tried setting goals in consultation with the employee, ongoing coaching and feedback. You have conducted two formal performance reviews. You are not sure what else you can do.

Answer the following:

  • Name any positions of an internal source you could approach for HR or performance management advice.
  • Name one external source (individual professional, consultancy or government) of HR or performance management advice, particularly for managing poor performance.

Question 4: Counselling and support

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives, Kim Smith, is consistently not meeting performance expectations. You have decided to counsel the employee to alert her of poor performance in a formal way and to inform her that dismissal may be an option for the future if her performance does not improve.

Answer the following:

  • What steps would you take to counsel the employee in accordance with organisational policy and relevant legislation for disciplinary meetings?
  • What legislation is the most relevant in this scenario?
  • What is the relevant award for the employee’s role at Australian Hardware?
  • What support services could you offer the employee?

Question 5: Dismissal

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives, Kim Smith, is consistently not meeting performance expectations. You have decided to terminate her.

Answer the following:

  • What is the process of termination in accordance with organisational policy and legal requirements? Summarise the details.
  • What are the relevant unlawful dismissal rules and due process that you must follow?

 

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