SITXHRM006 Assessment.v1.0 (2)

Instructions to Learner Assessment instructions Overview Prior to commencing the assessments, your trainer/assessor will explain each assessment task and the terms and conditions relating to the submission of your assessment task. Please consult with your trainer/assessor if you are unsure of any questions. It is important that you understand and adhere to the terms and conditions, and address fully each assessment task. If any assessment task is not fully addressed, then your assessment task will be returned to you for resubmission. Your trainer/assessor will remain available to support you throughout the assessment process. Written work Assessment tasks are used to measure your understanding and underpinning skills and knowledge of the overall unit of competency. When undertaking any written assessment tasks, please ensure that you address the following criteria:  Address each question including any sub-points  Demonstrate that you have researched the topic thoroughly  Cover the topic in a logical, structured manner  Your assessment tasks are well presented, well referenced and word processed  Your assessment tasks include your full legal name on each and every page. Active participation It is a condition of enrolment that you actively participate in your studies. Active participation is completing all the assessment tasks on time. Plagiarism Plagiarism is taking and using someone else's thoughts, writings or inventions and representing them as your own. Plagiarism is a serious act and may result in a learner’s exclusion from a course. When you have any doubts about including the work of other authors in your assessment, please consult your trainer/assessor. The following list outlines some of the activities for which a learner can be accused of plagiarism:  Presenting any work by another individual as one's own unintentionally  Handing in assessments markedly similar to or copied from another learner  Presenting the work of another individual or group as their own work  Handing in assessments without the adequate acknowledgement of sources used, including assessments taken totally or in part from the internet. If it is identified that you have plagiarised within your assessment, then a meeting will be organised to discuss this with you, and further action may be taken accordingly. Collusion Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result in whole or in part of unauthorised collaboration with another person or persons. Collusion involves the

Assessment requirements Assessment can either be:  Direct observation  Product-based methods e.g. reports, role plays, work samples  Portfolios – annotated and validated  Questioning  Third party evidence. If submitting third party evidence, the Third Party Observation/Demonstration document must be completed by the agreed third party. Third parties can be:  Supervisors  Trainers  Team members  Clients  Consumers. The third party observation must be submitted to your trainer/assessor, as directed. The third party observation is to be used by the assessor to assist them in determining competency. The assessment activities in this workbook assess aspects of all the elements, performance criteria, skills and knowledge and performance requirements of the unit of competency. To demonstrate competence in this unit you must undertake all activities in this workbook and have them deemed satisfactory by the assessor. If you do not answer some questions or perform certain tasks, and therefore you are deemed to be Not Yet Competent, your trainer/assessor may ask you supplementary questions to determine your competence. Once you have demonstrated the required level of performance, you will be deemed competent in this unit. Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit your assessments or appeal the result. As part of the assessment process, all learners must abide by any relevant assessment policies as provided during induction. If you feel you are not yet ready to be assessed or that this assessment is unfair, please contact your assessor to discuss your options. You have the right to formally appeal any outcome and, if you wish to do so, discuss this with your trainer/assessor.

Activity 1A Estimated Time  10 Minutes Objective To provide you with an opportunity to consult with and inform colleagues about expected standards of performance using appropriate communication mechanisms 1. What is the best way to outline the standards of performance expected from an employee? The best way to outline the standards of performance expected from an employee is to speak to them personally. This way, a supervisor/manager can be confident that the employee has been told everything they need to know and the employee has the opportunity to clarify any potential misunderstanding. 2. List three methods you can use to communicate with employees.  Face-to-Face Communication.  Corporate Intranet Platform.  E-mail Correspondence

Activity 1D Estimated Time 10 Minutes Objective To provide you with an opportunity to provide recognition and rewards for achievements and outstanding performance 1. Why is it vital to provide employees with recognition and rewards? It is vital to provide recognition and rewards in the workplace. When you recognise employees’ achievements efectively, you reinforce, with your chosen means of recognition, the actions and behaviours you most want to see them repeat. This increases the chance of employees achieving more success in the future. 2. List three factors to keep in mind when designing your company’s reward program.  The company’s end goal for the reward program  What kind of rewards are appropriate  How you will inform employees that they are in line for a reward  Which key performance indicators you will use to measure performance.

 Are performance problems down to a lack of training/coaching?  Are there any personal reasons behind performance problems?  How long has the problem existed? Activity 2B Estimated Time 10 Minutes Objective To provide you with an opportunity to use feedback and coaching to address performance problems 1. List five requirements for coaching to be effective.  Build trust with your employees  Be clear about the area of performance the employee needs to improve  Explain how you are going to help the employee improve

Activity 2D Estimated Time 10 Minutes Objective To provide you with an opportunity to follow-up outcomes of informal counselling through review in the workplace 1. What is informal counselling? Informal counselling is a means of chatting to an employee about their work performance; it is not heavily organised and does not follow a set structure. It is done by managers and supervisors as they see fit to help boost morale and monitor performance. It may involve just calling in employees you are concerned about into your office for a chat. Simple questions like "How are things going?" and "Is there anything you want to discuss?" can trigger a cathartic discussion of an employee's issues. 2. List three types of workplace review.  Self reviews  Collegue’s reviews  Team reviews

Activity 3B Estimated Time 15 Minutes Objective To provide you with an opportunity to conduct individual performance evaluations openly and fairly Why is it important to conduct individual performance evaluations openly and fairly? It is vital to conduct individual performance evaluations openly and fairly; be objective and don't discriminate against employees for personal or other reasons. Failure to do so could lead to accusations of favoritism and/or bullying. In order to do ensure performance evaluations are open and fair, it helps to conduct them in the form of a discussion (rather than dictation). In other words, don't spend the entire time talking and expects the employee to sit there and listen without a chance for input. Give them the time and space to chat and express themselves freely

Activity 3C Estimated Time 15 Minutes Objective To provide you with an opportunity to complete and file performance management records 1. Why is it imperative to complete and file all performance management records after performance appraisals? It is imperative to complete and file all performance management records after performance appraisals. This will ensure you have a record to refer to in the future, if necessary. You will also be able to use these records as a basis for making adjustments to the performance appraisal processes. 2. Explain what is meant by ‘concise documentation’.

This means including the right amount of information – not too little or too much. You need to get to the point in as few words as possible; use appropriate words, sentence structures and avoid frivolous information that is not relevant. 3. List three ways of filing documents.  In alphabetical order (according to clients’ names, companies’ names etc.)  In chronological order (oldest to the most current date etc.)  By financial year (2011-2012 or 2012-2013) Activity 3D Estimated Time 15 Minutes Objective To provide you with an opportunity to agree on courses of action with colleagues and follow-up in workplace

List five courses of action you may agree with an employee.  Reporting to a new supervisor  On-the-job training from a supervisor  Entering employees into a mentoring program  Arranging for an external trainer to hold sessions with the employees Ø Giving the employees training materials to study Objective: To provide you with an opportunity to show you have the required skills for this unit. This activity will enable you to demonstrate the following skills:

 Reading skills to: o review staf records and performance management documents  Writing skills to: o record potentially complex and sensitive information about staf performance  Oral communication skills to: o provide efective feedback, coaching and counselling to team members  Problem-solving skills to: o evaluate factors contributing to poor staf performance  Teamwork skills to: o monitor the performance of individuals and their efect on the team, and take corrective action to enhance whole of team performance. Answer the activity in as much detail as possible, considering your organisational requirements. 1. Examine three different performance management documents relating to one employee, process the information and then write a one page report outlining:  What the employee is doing well – supported with evidence  What the employee needs to improve – supported with evidence  How you and the employee could together address the employee’s shortfalls. Employee: Oliver Kwok Strength:  Has a cheerful attitude that benefits her teammates.  Looks for the positive in every situation.  Excellent at customer service.  Deals easily with all types of customers.  Takes great pride in helping each and every customer.  Skillfully overcomes client objections.  One of our most dependable team members.  Very reliable in all situations.  Willing to do whatever it takes to get the job done. Weakness:  Often exceeds the maximum number of vacation days.  Has not met attendance goals set at previous performance review.  Displays of negative emotion afect others on the team.  Needs to bring poor attitude under control.

 Refuses to keep inflammatory comments to himself/herself.  Needs to learn how to handle customer requests in a more efficient manner.  Does not listen to customers well.  Work results are inconsistent and frequently need to be reviewed. Improvement:  Focus on speed-If nothing else, asking your servers to focus on getting drinks and refills out as quickly as possible and delivering meals as soon as they’re up from the kitchen can go a long way.  Take a look at your training- Maybe it’s not your servers, but the fact that they haven’t been properly trained. Take a look at your training materials and assess where there can be room for improvement. Ideally, your restaurant technology comes with built-in training tools so employees can learn your system on their own.  Making the most of body language  Make sure your technology is up to date

2. Over the course of a 6 week period, conduct at least one informal counselling session with an employee who needs it. Be sure only to start with simple questions about how things are going and try to conduct the session in the form of a loose chat. You should also talk to the employee about the reasons why they are struggling to perform to the expected standard and how they could improve their performance. Write a one page report detailing:  How you think the session went  What you did well  What you could improve for next time  The extent to which you think the employee’s stated reasons for underperformance are legitimate. In your report, you may talk about broad topics of conversation you covered with the employee but make sure that you do not disclose any personal details about the employee that would identify them to anyone else. Everything they say should remain confidential. Sample counselling session Manage r: Good morning. I hope everything is going well for you Waiter: Good morning. I’m very well. Thank you. Manage r: How do you feel in your workplace? Waiter: I feel so good in my workplace at the moment. Manage r: I’m so respect your performance after the meeting. What you did well at this time? Waiter: I think you can figure out my weakness after the meeting. Furthermore, company provided the professional training to us. Let me learn a lots of knowledge and technology about the service and communication. Manage r: That's great. Hope this training can help you. What could you improve for next time. Waiter: First of all, we’re really thank you for you training. Also, I think I can learn more about ingredient and method of dish. That I can professional explain to our customers. Manage r: Why it is your weakness in job? Can you give me a reason? Waiter: It is because I don’t know how to cook. Also, I haven’t idea about the ingredient and recipe of the dish. Manag er: That’s ok, you realized what’s your weakness in your job. Waiter : I will try my best. Can you give me one more chance? Manag er: Don’t be afraid. Company can provided more cook training for you if you have interesting. Waiter : I’ve very interesting. Thank you so much. Manag er: OK. Let me confirm the details of training and I will send it to you.

Waiter : Thank you so much, manager. Manag er: No worry. This is end of the counselling. Keep your good performance. Waiter : I will keep it going. Manag er: Bye Bye. Having you good one Waiter : Bye Bye. You too. 3. Choose three staff members to speak to about their team’s overall performance, and identify:  One individual whose performance levels exceed the expected standards  One individual whose performance levels fall below the expected standards  The reasons why each individual is doing so well/falling behind  The corrective action you could take to help the individual who is falling behind  The recognition you could provide the employee is doing well, which would in turn encourage the rest of the team to improve their performance. Write a one-two page report detailing what you have learned and the conclusions you have come to with regards to what kind of corrective action you will take and what kind of recognition you will provide. Performance Report Performance level When asked about the performance team responded that James does the maximum amount of hard work and spent the maximum amount of his time trying to improve. Whereas Richard lacks a sense of responsibility and is the worst performer among the team. Reason for win/failure The constant amount of appreciation for the team by the organization strives them to do better and improve Whereas the lack of commitment on part of some employees makes the team weak. Corrective action Making sure to have an informal counseling session with Richard to know the real reason for his lack in performance. Recognition Making sure the efort the employee put in together as a team and also as an individual is appreciated. James to be given employee of the month as an indication to his hard work whiles all the other members to be sent on drinks by the company after office hours.

Section B: Knowledge Activity (Q & A) Objective: To provide you with an opportunity to show you have the required knowledge for this unit. The answers to the following questions will enable you to demonstrate your knowledge of:  Role and importance of monitoring staf performance and providing feedback and coaching  Key elements of performance standards and performance management systems: o methods of collecting performance data o methods of interpreting performance data o processes for performance appraisal interviews o type of assessment:  self  peer  team o productivity indicators  Forms of guidance and support to enhance staf performance: o advice on training and development opportunities o confirmation of organisational objectives and key performance requirements o ensuring adequate resources are applied o opportunity to discuss work challenges o providing confirmation and corrective feedback o representing staf interests in other forums o support with difficult interpersonal situations  Potential solutions to staf performance issues: o additional training o adjusting workload o agreeing on short-term goals for improvement o assisting with problems outside of the workplace o reorganising work practices  Performance appraisal practices: o reasons for performance appraisal o format for, and inclusions of, performance appraisal documents o methods of appraising performance  Specific organisation: o procedures for performance appraisal interviews o procedures for formal performance management and counselling sessions:  formal notification to staf member and management  invited participation of appropriate people  organisation of appropriate location for counselling session o grievance procedures. Answer each question in as much detail as possible, considering your organisational requirements for each one. 1. List three features of feedback and coaching.  Set goals for achievement  Create a plan of action

 Encourage self-assessment 2. List three requirements for the methods of collecting performance data.  Accurate  Simple to interpret and analyse  Flexible i.e. they can be used in a wide range of analyses 3. List five methods of providing colleagues with guidance and support.  Extending deadlines  Supporting colleagues through difficult personal situations  Mediating between colleagues to resolve difficult interpersonal situations.  Confirming organisational objectives and key performance requirements  Ensuring adequate resources are available 4. List five possible solutions for performance problems.  Additional training  The adjustment of workload  Agreement on short-term goals for improvement  Assistance with problems outside of the workplace  Reorganisation of work practices. 5. What does a performance appraisal involve? This involves sitting down with an employee to discuss the ins and outs of their job role, their levels of performance and any particular issues or challenges they’re facing. It might also involve observing the employee at work and measuring their performance according to a specific set of criteria, such as attitude, presentation and punctuality. 6. Why is it important to follow your organisation’s specific guidelines on conducting informal counselling sessions? It is vital that you acquaint yourself with these and follow them to the letter. Failure to do so would not only be unprofessional; it would risk creating problems including accusations of breaking confidentiality, of bullying and/or of having a particular agenda. There may also be a risk that, by ‘going of-piste’ and not following the very specific guidelines your organisation has in place, you ultimately do more damage than good.

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P a g e | 2 Section C: Performance Activity Objective: To provide you with an opportunity to demonstrate the required performance elements for this unit. This activity will enable you to demonstrate the following performance evidence:  Monitor the efectiveness of staf in relation to at least six of the following standards of performance: o adherence to procedures o cost minimisation o customer service standards o level of accuracy in work o personal presentation o productivity o punctuality o response times o team interaction o waste minimisation  Provide supportive feedback and guidance for improving standards of performance to above staf  Conduct structured performance appraisals and formal counselling and training sessions for staf members, in line with established organisational procedures  Recognise outstanding performance according to organisational policies. Answer the activity in as much detail as possible, considering your organisational requirements. 1. Over the course of one week, use a range of methods to monitor three employees’ performance levels. Specifically, you should assess their:  Adherence to your organisation’s policies and procedures  Interaction with colleagues and customers  Attention to accuracy of work  Personal presentation  Punctuality  Productivity  Waste and energy minimisation.

P a g e | 3 2. At the end of the week-long period of monitoring staff, sit down with the employees and provide each one with three pieces of feedback/advice for improving their work performance, based on what you have discerned. 3. Conduct performance appraisals with the employees you have been monitoring over the week, being sure to:  Select an appropriate time and location for the performance appraisal  Prepare an opening statement  Let the employees know how their work is contributing to the organisation  Give the employees the chance to speak about any issues/challenges they are facing  Help the employees identify any skills and competencies that need to be improved  Agree targets with the employees for the future. If learners wish, they may combine questions 2 and 3 so that the performance appraisal includes the delivery of feedback and advice. At the end of a one month period, provide three different awards to recognise different achievements/positive behaviours. The awards may be for anything they choose. For instance, they could be for punctuality and attendance, or for going ‘the extra mile’ during a particular task. Whatever the rewards are for, be sure to make everyone eligible for the awards and explain why the recipients are receiving them. I did this activity on 16 October with Jocelyn in a class room. I attached the evidence of performance below….. Employ name – Jocelyn Date – 16 october2023 Position – Barista Period – 15/09/2023 -16/10/2023 Behaviour 1.being punctual 2.quality customer service 5 Always attend work on time Never receive complains Attitude 1.poisitive 2.friendly 3.co workers 5 Get along with team members Skills 1. Making cofee 2. Work under pressure 2.5 Make wrong cofee Get panic during

P a g e | 4 3. Communication skills busy time Knowledge 1. Food safety 2. WHS 3. Cofee knowledge 3 Complete food safety and WHS training Have problems with making cofee Feedback- Behaviour and attitude overall good for your position .But you need to improve your skills and knowledge. You have knowledge about food safety but you make wrong orders always having problems, don’t have enough knowledge about cofee. So you need to attend cofee school and can come with our team to learn . Employ name- Suraj Date- 16 october Position- cook period- 15/09/2023-16/10/2023 Behaviour 1. Punctual 2. Preparing decent food 3. Provide training to juniors 5 Always on time Receive poisitive feedback from costumers Attitude 1. Easy going 2. poisitive 5 Being very patient during training Skills 1. cooking skills 2. multi-tasking 3. leadership skills 5 Excellent cooking skills Delegate cooking tasks and make roaster for kitchen staf Knowledge 1. certificate 4in commercial cookery 2. Food safety 5 Complete required courses

P a g e | 5 Feedback- you are over all a good employ by your behaviour, attitude. You always help juniors. You have good knowledge about food safety. We provide extra award to you like $100 per week or an extra day of. Employ name- Manpreet Date- 16/10/2023 Position- Manager Period- 15/10/2023 Behaviour 1. Punctual 2. Deal with complaints and conflict 3. Review daily turnovers 5 Polite with difficult customers for solve problems. Check daily reports. Making diferent strategy . Attitude 1. Polite 2. Enthusiastic 3. Hard worker 5 Take proper action when employs get injured. Always work with passion. skills 1. Leadership 2. Problem solving 3. communications 4 Provide good guidance to staf and handle employs enquiries properly. Deal with workplace conflict. knowledge 1. food safety 2. WHS 3. Current industry Trends/ tecnology 3 Good knowledge of food safety however not intrested in latest technology and social media. So unable to take up

P a g e | 6 to date for the current industry trend. Feedback- you are good in behaviour and attitude. Always helps staf members. You have good skills to deal with conflict. You are well in food safety but you need to improve your knowledge about social media for up to date new industry trends.