BSBHRM512 - Task 2 Skills and Performance

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BSB51915 Diploma of Leadership and Management Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au BSBHRM512 Develop and manage performance management processes Task 2

Task 2 – Skills and Performance Candidate Instructions Task Details Learners should demonstrate their contributions using their skills and knowledge that they have developed. They should show that they understand and can apply the information discussed in the Learner Guide. They can also demonstrate their existing knowledge and experience wherever necessary. It is anticipated that the assessment will take approximately 6 hours to complete. The assessment may be re- attempted (maximum three attempts in total) . All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-submission” on your resubmitted work. In undertaking this assessment task, you as the candidate are providing consent for your work to be reviewed for the purposes of formal assessment in the unit(s) of competency. If you have concern regarding this permission, please discuss this with your assessor prior to undertaking the task. Objective To provide you with an opportunity to demonstrate your knowledge of the entire unit. Candidate Declaration Trainer’s name: Brian Parameswaran Date: 10 th May 2020 Assessment declaration: I declare that no part of this assessment has been copied from another person’s work, except where clearly noted on documents or work submitted. I declare that no part of this assessment has been written for me by another person. I understand that plagiarism is a serious offence that may lead to disciplinary action. Your trainer and assessor will be grading your work provide you with some constructive feedback on the Learning Management system. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

Task 2- Skills and Performance Task Description This assessment requires that you develop and implement a performance management system that aligns with a human resource strategy. To assist you in completing this project, refer to ‘Bounce Fitness Annual Strategic Human Resources Plan 20XX to 20XX’ and other related documents found on Canvas under “Additional Resources”. Part A – Develop a Performance Management System Approx. 400 words to cover the entire part A 1. Analyse the strategic and operational plans to identify relevant policies and objectives for the performance management system. The objectives of Bounce Fitness are:  Increase sales by 10% each year  Lowering the service cost by 1% each quarter  Increase sales by 5% through marketing incentives  Decreasing customer complaints by 10% every quarter Establishing a performance management policy is one way that an organisation can translate its strategic and operational objectives into practical individual actions. A performance management policy’s content and structure will vary depending on the size and scope of the organisation, the level of importance that senior management places on employee performance and the industry the organisation operates within. Other workplace policies Policies affecting performance management are not restricted to the performance management policy itself. For example, workplace health and safety, anti- discrimination, privacy and confidentiality, and workplace equity and diversity policies all have some impact on the management of performance within an organisation. How to analyse the integration of an organisation’s performance management Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

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policies  Establish how each step of the procedure conforms to existing policies, legislation and relevant regulations.  Determine how well the procedures gather sufficient data for effective performance management.  Establish how effective the performance management procedures are at helping managers and the organisation improve individual and group performance.  Identify gaps in the existing procedures where rules, regulations, legislation or policy are not being addressed. 2. Design methods and processes for line managers to develop Key Performance Indicators (KPIs) for those reporting to them. Performance management begins with performance planning, which is used to provide a structured approach to achieving the desired level of performance for both individuals and teams. Line managers must ensure performance plans are created for their team members. Your role is to provide line managers with a structure they can use to develop KPIs and performance plans for the staff reporting to them. The performance management process is a continuous cycle of monitoring, developing and rewarding employee behaviour when it meets performance standards. You can assist line managers in implementing this process by establishing a procedure to follow. Here are several main steps of the performance management process.  Set objectives  Identify and use performance indicators.  Regularly monitor and appraise individuals and teams to identify achievements.  Identify training and development needs.  Use the knowledge and information derived from performance monitoring to modify plans. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

3. Develop organisational timeframes and processes for formal performance management sessions. A. Traditional Performance Review (Performance Appraisal) In the method a formal interview is conducted individual members to let them know how they are doing and what is expected from them. It will be normally be conducted quarterly but the annual performance review is important and popular. In the Bounce Fitness such interview will help to track the employee’s performance and how they are doing. B. Coaching: Coaching is a part of the day-to-day interaction between a supervisor and an employee who reports to line managers. Coaching provided positive feedback about employee contributions. Regular coaching can bring performance issues to an employee’s attention when they are minor and assist the employee to correct them. In Bounce Fitness, one on one coaching helps to keep the employees trained properly about the new product and what is expected of them. With the regular coaching the session can last long for 10- 20 minutes in which all the organisation goals and mission can be taught and everything can be noted down for the reference purpose, also coaching will ensure the employees can raise their feedback and it should be two way communication which also make them effective. 4. How would you ensure that the performance management system developed is flexible enough to cover the range of employment situations in the organisation. A distributed and flexible work environment requires a different management style. A structure based on frequent communication, feedback and trust is essential to the management of remote workers. When people work autonomously, their independence and responsibility increase. This potentially lessens their physical connection to their organisation and certainly changes their interaction with it. Performance management processes need to provide the Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

mechanisms for establishing and maintaining effective connections. Many organisations have had success in implementing flexible work arrangements and managing the performance of remote workers. 5. Highlight the key features of your plan to the key stakeholders with the objective to get them agreeable to the system and agree on its features. If managers are building a performance management system, consult widely about its structure to ensure the important features are relevant and meaningful. In this way, you are more likely to gain stakeholder acceptance and develop a more effective system. Ideally, all major stakeholders should have input into shaping the system. An inclusive approach to determining what the system looks like contributes to a well-balanced approach to performance management within an organisation. When consulting with stakeholders, actively seek input in the following areas. Suggested features may include:  Types of input and output forms and documentation  Style and accessibility options  Reporting options  Cost and value input 6. How would you obtain support for the implementation of the performance management system.  Analysing the organisation’s structure allows you to define reporting roles, positions of influence and cross-functional relationships, and so develop insight into the nature of the organisation.  Objectives for performance management processes need to be developed in a way that supports organisational strategies and goals and builds the organisation’s capability. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

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 Performance planning is used to provide a structured approach to attaining the desired level of performance for both individuals and teams.  Key performance indicators (KPIs) are measures commonly used to define and evaluate how successfully an individual or team is performing.  Formal performance management sessions provide a means through which the five primary performance management elements of planning, monitoring, developing, assessing and rewarding can be utilised effectively.  Performance management processes must be flexible enough to provide measurable and useful results for managers regardless of the employee’s work situation.  When establishing performance management processes, it is important to take the time to understand the needs and concerns of relevant stakeholders to improve the level of input and to gain their support.  Gaining support for the implementation of a new performance system should begin with employees, followed by senior managers and finally external stakeholders. Part B – Implement the Performance Management System Approx. 400 words to cover the entire part B 7. Train relevant groups and individuals to monitor performance, identify performance gaps, and manage talent. When an employee’s performance is unsatisfactory, managers have a responsibility to acknowledge the problem and take corrective action. Most underperformance problems can be resolved when managers address them promptly. Your organisation should have policies and procedures for addressing poor performance. All line managers should receive some basic training in how to identify and address poor performance. Part of your role is to apply and interpret organisational policies and procedures to assist line managers to address underperformance. You also need to have an Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

understanding of any legal requirements surrounding the actions taken to address poor performance. 8. How would you ensure that line managers are monitoring performance regularly and that intervention occurs to address poor performance and acknowledge excellent performance. If an employee continues to underperform, their line manager must take action in accordance with organisational policies and procedures. You can provide assistance to line managers in a number of ways. A line manager dealing with an ongoing performance problem with the same person may need additional skills to handle the problem and guide the employee back on to the right track. Failing this, the line manager must be familiar with the disciplinary processes they can follow within the context of the workplace and the Australian industrial relations system. A progressive approach to discipline suggests that the line manager’s initial response should start with a positive, supportive approach to improving employee behaviour and performance. One such approach is counselling. If circumstances require it, more formal approaches such as verbal and written warnings can be used. Counselling of an employee can be direct or indirect. Direct Counselling: This implies that the line manager needs to be close to the employee to take them through the necessary steps to improve their performance or behaviour. However, it may be difficult for the manager to dedicate the necessary time or resources to one employee. In this instance, the manager may use indirect counselling methods. Indirect Counselling: This is more ‘hands-off’ and instead relies on the employee agreeing to measures the line manager provides. These measures may be actions such as attending training, adopting new workplace processes, modifying behaviour or adopting new reporting requirements. 9. How would you work with line managers, where necessary, to assist them to address poor performance according to organisational policies and legal requirements. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

When an employee’s performance is unsatisfactory, managers have a responsibility to acknowledge the problem and take corrective action. Most underperformance problems can be resolved when managers address them promptly. Your organisation should have policies and procedures for addressing poor performance. All line managers should receive some basic training in how to identify and address poor performance. Part of your role is to apply and interpret organisational policies and procedures to assist line managers to address underperformance. You also need to have an understanding of any legal requirements surrounding the actions taken to address poor performance. 10. How would you support line managers to counsel and discipline employees who continue to perform below standard. During the counselling and disciplinary process, employees may disagree with the assessment of their behaviour or the steps taken. It is important that this dispute does not create a hostile environment that affects other employees or that may have implications in the event of legal action. Here are some ways that you can support both the line manager and the employee. You can support the line manager and the employee by:  Identify the Problem: Employees sometimes have grievances with their employer, where they disagree with a decision made regarding their employment or conduct. For example, an employee being counselled for racist remarks may dispute that their language was inappropriate. As someone responsible for performance management processes, you should be monitoring the counselling and disciplinary process by staying in contact with the line manager. This may involve meeting with the line manager after a counselling session or inquiring regularly about the employee’s performance. You should also ask the line manager about the employee’s response to counselling. If the line manager or the employee advises you that the employee disagrees Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

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with the manager’s decisions, you should explain the dispute-resolution process to both the manager and the employee.  Outline the dispute-resolution process A dispute-resolution or grievance process grants employees the right to appeal a decision made regarding their performance or conduct. Its purpose is to provide a means by which employees can express dissatisfaction with an outcome and obtain a fair and unbiased hearing. Organisations are required to have a clear dispute-resolution process. The process is not limited to disputes about performance and may extend to disputes about workplace conditions or other entitlements. Most organisations publish the dispute-resolution process so it is readily available to all employees. You can refer the employee to the company intranet or to the relevant document for this information. 11. Provide support to terminate employees who fail to respond to interventions, according to organisational protocols and legislative requirements. It is important to treat employees in a legal and ethical manner while communicating the unacceptable issues and developing a plan of action for change. In some situations, normally outstanding employees may have situations that affect their behaviours and attitudes on a temporary basis. In other situations, employees may have been successful in moving through the hiring process, but have negative influences once hired and on the job. Some general advice includes: 1. Document All Issues in Writing Ensure that all details are included, attitudes clearly defined (eye rolling, loud sighs), and comments quoted. The more accurate the documentation is, the better the chances of defending the actions legally and morally. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

2. Investigate Thoroughly Ensure that you thoroughly investigate all employee relations complaints. The performance improvement plan must relate directly to the employee’s behaviour and attitude with specific examples given. 3. Address the Performance Issues with the Employee Privately Address the performance issues with the employee in a confidential setting. Be very specific with examples of behaviour and attitudes. Since attitude is intangible, examples of the associated behaviours and actions should be presented. Refer to specific behaviour, rather than attacking character. 4. Involve the Employee with Developing the Plan for Improvement Involve the employee with developing the plan for improvement. The goal is to have the employee recognise the behaviour and attitude issues, and to agree with the plan for improvement. Ask how you may help them to improve and what cooperation you can expect in return. 5. Plan to Follow Up in a Mutually Decided Time Frame This is an important part of the improvement process as it will provide the necessary information for the next step. If there is significant improvement, the plan is working. 12. How would you recognise excellence according to organisational policy. As noted earlier, recognition of good behaviour is an opportunity to build on the desirable behaviour. Most organisations would have a policy and procedure for this that must be applied. To review, the recognition needs to be as-soon-as- possible after the event, fair, available to all, and appropriate. There are many ideas available on the Internet for unique and interesting low or no-cost methods of recognising employees. Ensure that it is something that the recipient will value and that the presentation does not embarrass them.  Internal Promotion  Salary Hike  Sponsored Education  A small gift Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

13. How would you record outcomes of performance management sessions to ensure that they are accessible and stored according to organisational policy. Legal and organisational requirements for record-keeping Personal information, such as that recorded during performance management sessions, must be stored in accordance with organisational policy and legal requirements. Legal requirements include adherence to national, state and territory legislation. When dealing with employee information, all managers need to understand and follow the organisation’s privacy policy. Privacy refers to a person’s ability to control others’ access to themselves, their space and their possessions, including information about themselves. Privacy also means taking steps to avoid embarrassment and humiliation. Confidentiality is about data or information and refers to managing access to private information. Confidentiality provisions restrict an individual or organisation from using or sharing information about a person that is outside the scope for which the information was collected. Part C – Coordinate Formal Feedback Processes Approx. 400 words to cover the entire Part C 14. You must prepare a performance feedback plan for a member of staff from Cairns using the simulated business, Bounce Fitness. Performance feedback plan for Naomi Hamilton (Fitness Instructor and Administration Assistant) Naomi Hamilton joined as an Administrative assistant in Cairns, she was responsible for providing admin and clerical service in order to ensure effective and efficient operations. She is always on top notch on providing admin support and ensured that operations are maintained in an effective, up to date and accurate manner. After joining the team, she showed tremendous interest towards the instructor profile and learned skills of equipment maintenance, customer assistance, designing and leading classes and provided high caliber personal training. Despite of no qualification of instructor, she maintained a good balance between her roles and responsibility and gained the proper qualification form bounce fitness as an instructor she acquired a full-time position in the organization. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

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Expected Standard: To maintain the discipline of the work in accordance to the KPI of the company. Establishing target: Achieve the target as set by the company and always try to seek for improvement in the quality of service offered to the customer. Identifying learning and development: The employee will be encouraged for learning so as to match up to the company standard and expectation and also, to keep updated with the latest technology and products. Promotion: Employees should be self-assured that there is always an opportunity for promotion. Feedback: Employee can give his feedback and seek company to respond to it. All query relating to job can be written down and company should seek to resolve it. 15. Discuss how you will gain agreement and sign-off on the plans for performance improvement and individual learning and development. Learning and development plans are an integral part of the process of encouraging effective employee performance.  are directed by organisational policy  contribute to and form part of the learning culture  assist managers and staff to understand and implement the learning process  create skills and knowledge outcomes that can be monitored and measured.  The most successful organisations have developed a learning culture based on the attitudes, commitment and management processes that support an open learning environment. They have the capacity to continually adapt and respond to changes in business environments. Once managers have established a supportive and open environment, they should create learning and development plans for their employees. These plans must be designed using specific learning outcomes and tailored to meet the needs of the individual and the organisation’s strategic directions.  incorporate and adhere to existing legislation and corporate policies regarding learning Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

 list and describe the learning activities that must be completed by the employee  specify the completion date; the resources, costs and time allowances involved; and performance outcomes  provide for the employee and manager to comment and sign off the agreed activities 16. Discuss how you will deal with problems or grievances that arise from the performance feedback. Employees sometimes have grievances with their employer, where they disagree with a decision made regarding their employment or conduct. For example, an employee being counselled for racist remarks may dispute that their language was inappropriate. As someone responsible for performance management processes, you should be monitoring the counselling and disciplinary process by staying in contact with the line manager. This may involve meeting with the line manager after a counselling session or inquiring regularly about the employee’s performance. You should also ask the line manager about the employee’s response to counselling. If the line manager or the employee advises you that the employee disagrees with the manager’s decisions, you should explain the dispute-resolution process to both the manager and the employee. A dispute-resolution or grievance process grants employees the right to appeal a decision made regarding their performance or conduct. Its purpose is to provide a means by which employees can express dissatisfaction with an outcome and obtain a fair and unbiased hearing. Organisations are required to have a clear dispute-resolution process. The process is not limited to disputes about performance and may extend to disputes about workplace conditions or other entitlements. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

Most organisations publish the dispute-resolution process so it is readily available to all employees. You can refer the employee to the company intranet or to the relevant document for this information. 17. Discuss how you will make specialist advice on career development available to participants in the process. Total Performance Management This probably represents the most structured approach - comprising all the elements usually associated with PM: role profiles (role purpose accountabilities, success measures, competencies etc.); individual objectives or targets (usually written in SMART terms); personal development plans (covering specific development needs and activities as Skills or Competency-Based The second approach can be viewed as a cut down version of the first, with more emphasis on competencies as a structuring and measurement framework often with strong links to pay progression. It may start from the view that the traditional management-by-objectives is not appropriate for the staff in question and that the key to successful performance is the demonstration of existing skills and the acquisition of new skills. Team-Driven The third approach is based on a team process of thinking through a business plan or set of goals and addressing questions like “What does that plan imply for us? What can we commit to achieving? What will make the big difference to the team achieving the plan or making a real breakthrough in performance?” From there the process becomes more individually focussed: “What does all this imply for me? What will I need to bring to the party for us to succeed? What new skills do I need to acquire? How do I need to change in order to deliver my part?” Continuous Learning and Coaching The fourth approach is the most individually-based. It emphasises that improving Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

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performance comes from learning and that individuals learn best from experience. Here the process begins with looking back and discussing with a manager or coach what went well and not so well and coming to conclusions about the individual’s strengths and development needs. Business College at International House RTO Code: 91109 CRICOS 02623G Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022 3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000 info@ihBC.edu.au| www.ihBC.edu.au

BSBHRM512 - Task 2 Skills and Performance

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