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Hibernia Institute Pty Ltd

Trading as Hibernia Institute Sydney

ABN: 74 127 456 017
RTO No: 31680 CRICOS Provider Code: 03232D

Unit Code and Name	BSBMGT502 Manage people performance
Assessment No & Type	Assessment 1_Project_Individual
Student Name,		Student ID
Assessor Name
Submission Date
STUDENT DECLARATION Please tick to indicate that you/group understand the following statements: I/We declare that:  This assignment is my own original work, except where I have appropriately cited the original source (Appropriate citation of original work will vary from discipline to discipline).  This assignment has not previously been submitted for assessment in this or any other subject. For the purposes of assessment, I/We give the assessor of this assignment the permission to:  Reproduce this assignment and provide a copy to another member of staff; and  Take steps to authenticate the assignment, including communicating a copy of this assignment to a checking service (which may retain a copy of the assignment on its database for future plagiarism checking). Signature: ____________________________________ Date: _______________________
Vocational Unit Outcome: Satisfactory (S) Not Yet Satisfactory (NS) Resubmission (RS)
TRAINER FEEDBACK ON OUTCOME

INSTRUCTIONS FOR THE USE OF THE ASSESSMENT PROJECT

The Assessment Project consists of THREE PARTS and a number of TASKS and STEPS. It is designed as a summative assessment tool. The project gathers evidence across the full unit of competency. It can be divided into parts and submitted and marked in stages or submitted in full and marked at the end of the unit.

YOU SHOULD STUDY THE FOLLOWING WEBSITE PAGES BEFORE YOU START YOUR ASSESSMENT.

http://www.industrialrelations.nsw.gov.au/biz_res/oirwww/pdfs/managing_performance.pdf

OVERVIEW:

To complete the tasks in this unit, you will need to take the job description that you developed for Unit BSBHRM405: Manage recruitment, selection and induction processes as a starting point

Part A: Allocate work

TASK 1: Develop work plans in accordance with operational plans

Based on your existing job description, develop a list of tasks, duties and responsibilities that will be used as part of the performance management programme. You may need to undertake further job analysis to properly identify the key job tasks to be included in your performance assessment process

Task 2: ASSESS PERFORMANCE (Outcome focused)

STEP 1. Cluster the job responsibilities as per Key Result Areas (KRA). Use these KRA to develop 3 (Three) Key Performance Indicators (KPI) for your chosen managerial position.

Then use the checklist at STEP 2 below to ensure that your KPI’s are SMART – that is Specific, Measurable, Assigned, Realistic and Time-bound.

STEP 3 is to translate these KPI’s into a Performance Agreement document that describes these key responsibilities and also describes what successful achievement of these responsibilities will look like in the workplace (Key outcomes). This document will then provide the basis for the performance appraisal review.

STEP 4 is to create a performance agreement and development plan for the staff member to support them in meeting their performance objectives. This might involve training, mentoring or coaching needs, or attendance at industry events, networking with other industry professionals etc.

STEP 1: Job Description TO KRA TOWARDS KPI

Job Descriptions (JD) (Task, Duties and Responsibilities)	KEY RESULT AREAS (KRA)	KEY PERFORMANCE INDICATORS (KPI)
		1.
	2.
	3.
		1.
	2.
	3.

STEP 2: KPI CHECKLIST

Do your KPI”S meet the SMART test – are they Specific, Measurable, Attainable and Relevant and Time framed? Complete the table below

KEY RESULT AREAS (KRA)	KPI’s	SPECIFIC What will you measure	MEASURABLE How will you measure achievement	Is it attainable and relevant to the role	TIME-BOUND When will you review
1.	1.
2.
3.
2.	1.
2.
3.

STEP 3: STAFF KPI AGREEMENT FORM, FILL UP ON THE BASIS OF THE ABOVE INFORMATION

[Visit this site: http://www.business.vic.gov.au/operating-a-business/employing-and-managing-people/staff-management/performance-reviews]

Performance Agreement

Employee: <insert employee’s name> Role: <insert employee’s role>

Date: <insert date>

Review Dates: <insert date>

Task/ responsibilities	Key outcomes	Development required?
<List the tasks and areas of responsibilities relevant to the position>	<Describe what doing the job well looks like>	<Comments on whether training/development required

2
3
4
Employer Signature:
Employee Signature:

STEP 4: Development Agreement (Action Plan)

The following development needs have been discussed and agreed to be undertaken over the next <number of> months.

Areas for development	Actions
<These can be tasks, skills or behaviours that following discussions are agreed to require development>	<These are activities that will assist in development. They could be class training at TAFE, on-the-job training, or coaching from someone with the required skill >



Employer Signature:
Employee Signature:

TASK 3: CONDUCT RISK ANALYSIS

The risk of failure to achieve team and individual performance targets can impact significantly on a business so it is important to ensure that this risk is managed. For this task, take one of the Key Result Areas above, identify two factors that may contribute to the KRA not being achieved and describe the measures you could put in place to minimise this risk.

Key result area (KRA)	Factors that could result in Non achievement of KRA	Measures to minimise risk of required result not being achieved

Visit http://riskdecisions.wordpress.com/2014/07/23/aligning-risk-to-objectives-using-key-performance-indicators-2/

Part B: Case Study

Task 1: Manage Underperformance

You have recently been hired as the NSW Operations Manager for a contract cleaning company, with responsibilities for operational management and customer service delivery. You have 4 Building Cleaning Supervisors reporting to you, each with a small team of permanent cleaners. One of your company’s long term clients, an office facilities management company, has contacted you to say that for the past few weeks, he has been receiving complaints from two businesses that occupy one floor of an office building regarding the quality of cleaning of the kitchen and toilet facilities. He also added that he had spoken to your building cleaning supervisor about these issues who had agreed to address the complaints but had found that things had not improved and may even have got worse.

Upon investigation, you discover that this building is supervised by a recently promoted team leader, Darren, and the floor in question is the responsibility of a long term employee, Jenny, who has previously been well regarded by both fellow workers and clients for her work ethic and attention to detail.

Q1. Following further investigations, you discover that Jenny, a single parent, has had to take on the responsibility of caring for her sick mother and has also had problems managing her child care arrangements. You are told that this situation will improve in a few months when her youngest child starts high school. You have decided to meet with Jenny to discuss her recent poor performance and her family issues and see if there are ways to resolve the short term problem.

Write 100-150 words on how you should manage this situation, and what options you could consider?

Q2. You also have a performance review meeting scheduled with Jenny’s supervisor, Darren, and will need to address why Darren allowed Jenny’s performance problems to continue. Part of Darren’s key performance measures is to ensure that her staff maintain satisfactory work performance and to address underperformance issues. You know that addressing performance issues and having “difficult conversations” is a challenge for many supervisors, and you will need to find out how well equipped Darren is to manage this responsibility. However, you also realise that it is your responsibility to ensure that Darren performs to standards required and you need to ensure that you take steps to achieve this at the meeting

Write a plan for this meeting (150-200 words), itemising the steps you need to take in preparation for the meeting, the issues you need to address, the outcomes you are looking to achieve and how you will monitor performance to ensure.

Part C: Provide feedback

Write 200 - 250 words on the importance of regular informal feedback in contributing to performance improvement and staff motivation.

MARKING GUIDE: BSBMGT502 MANAGE PEOPLE PERFORMANCE_PROJECT

Student Name, ID & Sign
Assessor Name
Did the student demonstrate following issues in their performance management project:		PROJECT S/NS/RS
Allocate work	1.2. Develop work plans in accordance with operational plans
1.3. Allocate work in a way that is efficient, cost effective and outcome focussed
1.4. Confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals
1.5. Develop and agree performance indicators with relevant staff prior to commencement of work
1.6. Conduct risk analysis in accordance with the organisational risk management plan and legal requirements
Assess performance	2.1. Design performance management and review processes to ensure consistency with organisational objectives and policies
2.2. Train participants in the performance management and review process
2.3. Conduct performance management in accordance with organisational protocols and time lines
2.4. Monitor and evaluate performance on a continuous basis
Provide feedback	3.1. Provide informal feedback to staff on a regular basis
3.3. Provide on-the-job coaching when necessary to improve performance and to confirm excellence in performance
3.4. Document performance in accordance with the organisational performance management system
Manage follow up	4.1. Write and agree performance improvement and development plans in accordance with organisational policies
4.6. Counsel individuals who continue to perform below expectations and implement the disciplinary process if necessary

S = Satisfactory NS = Not Satisfactory RS = Resubmission

BSBMGT502_PROJECT Page 10

Version: 1.2; Last Updated: February 2017