Managing people’s performanceBy Support
Managing people’s performance
ASSESSMENT COVER SHEET
QUALIFICATION: Diploma of Business/ Diploma of Management/ Diploma of Leadership and Management/ Diploma of Project Management
UNITS: – BSBMGT502 Manage People Performance
Candidates: Submit this entire document
CANDIDATE to complete this section
Trainer name: Seema
Date resubmitted (1) Date resubmitted (2) IF ASSESSMENT TAKEN HOME BY STUDENT FOR CORRECTIONS:
I confirm that I am taking the marked assessment home to make corrections. In case the assessment is misplaced or lost, I understand that it is my responsibility to resubmit the assessment again. Signature:
Candidate declaration—By signing below, I declare that:
No part of this assessment has been copied from another person’s work with the exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person. I understand and accept the assessment for the unit/s.
Signed: ___________________________ Date: __________________________
ASSESSOR to complete this section
RESULT IN EACH ASSESSMENT ITEM Comments
Satisfactory Unsatisfactory Did not submit
Assessment 2: Part A
Assessment 2: Part B
Assessment 2: Part C
ASSESSOR to complete this section
Name of assessor:
Date portfolio review completed:
Overall Results Competent Not Yet Competent
(This section must be completed by the Assessor)
Oral testing (if applicable)
Assessors may ask the candidate oral questions to gather further supporting evidence, where written evidence is deemed to be incomplete or insufficient.
ASSESSMENT GUIDELINES FOR STUDENTS
• You need to achieve a ‘Satisfactory’ grade in ALL the assessments items to be granted a ‘Competent’ grade in the unit.
• In case you are not able to achieve a ‘Satisfactory’ grade in any assessment task, you will be given three (3) attempts to resubmit your assessment. Your trainer will be available to assist you in any areas of difficulty. Please discuss the assessment with your trainer to seek advice on how you can achieve competency in the unit.
• Where relevant, oral questions may be asked to gather more information on your knowledge, skills and competence in the unit.
• A holistic approach is used to assess your skills relevant to this qualification. The skills are assessed across the different units offered within this qualification. Where a skill relevant to this unit is not assessed within this assessment pack, please note that the skill will be assessed in another unit.
• This unit contains a practical assessment that must be signed off by your trainer to be able to gain competency.
You need to refer to the relevant textbook chapter, ACTB Study Guide and power point presentation for this assessment
Please complete the questions below (approximately 50 words each)
1. What is Performance?
2. KPI/ MOS analysis: Read the scenario below
You are a manager of a new call centre team.
The call centre has 30 full time and 30 part time call centre consultants. The consultants are there to take calls from motorists whose vehicles have broken down. Consultants are the first voice that motorists hear before their request is passed onto roadside patrol that travels out to solve the problem of a broken down car.
Consultants must answer any phone call within 4 seconds of the phone ringing. Consultants must correctly identify the caller (Name, address, date of birth and password) before they can respond to any requests. Length of calls must be no longer than 3 minutes. Consultants must clarify all information given to them before proceeding to send customer request to Roadside Operators.
Your task: Design three Key PerformanceIndicators (KPIs) (also referred to as ‘Measures of Success’) that individual team members must meet or exceed on a monthly basis.
3. When must you tell your staff about their KPIs?
4. What are the three stages of Performance Management?
5. What is the main goal of a Performance Management System?
6. List three policies that you may need to follow that are related to performance management?
7. List three external sources for advice on issues related to performance management?
8. Define GROW and provide two possible questions for each stage of the process?
G Question 1:
R Question 1:
O Question 1:
W Question 1:
9. What are the legal consequences for managers and organisations for not keeping records of any activity surrounding performance management?
10. As a manager, how can you help an employee who has problems doing their job?
11. As a manager, how can you help an employee who needs to develop additional skills to be considered for a promotion?
12. Nick and Tony have been fighting at work.
This question is practical application. Review the theory in the PowerPoint and apply it to the above situation. You need to show me that can take the theory and use this information to make your answer.
Your task:List all the steps you would follow to manage the situation and discipline both employees.
Plan, review and monitor performance
This assessment has 3 parts.
You need to read the Case Study below and complete all the 3 parts
All of Assessment 2 is a practical application. You will need to review the theory in the PowerPoint and read the case study. You need to show me you can take the theory and use the case study to make your answer.
Case Study: Diamond Jewellery Store
Imagine that you are the Manager of a small retail jewellery store in Cairns. You have 4 staff who look after the day to day business of the jewellery store.
The jewellery store operates 7 days a week because it is located in the centre of a busy tourist shopping mall. The store opening hours are 9am-5pm on Monday, Tuesday, Wednesday, Friday, Saturday and Sunday and from 9am-9pm on Thursday.
Your staff includes:
1. Sally Smith, Senior Salesperson
Sally looks after the walk-in customers at the store. She works part-time from 9am-3pm Monday-Friday. She likes her hours because she can pick up her 6-year old daughter from school on time. This is Sally’s first job and she has been working at the store for over two years. Her job includes welcoming the walk-in customers, keeping the store tidy, providing information to customers on the metal and gemstone types, helping customers make decisions about the type of product that would suit their face/ appearance and achieving agreed sales targets.
2. Peter King, Salesperson and Accountant
Peter works full time, Monday-Friday. He is responsible for looking after customer enquiries from 3pm-5pm. On Thursdays, he works overtime from 5pm- 9pm. He also looks after the accounts for the business. Peter is physically disabled and uses a wheelchair to come to work. He cannot lift boxes and access the storage areas.
3. Judy Walker, Shop Manager
Judy works part-time from 9am-5pm on Saturday and Sunday. She is responsible for all walk-in customers as she is the only staff member in the shop on the weekend. She has over ten years experience in sales and has been working at this jewellery store for three years. She supervises all the other sales staff
4. Matt Damon, Valuer and Jewellery Cleaner
Matt works part-time (Monday- Friday from 10am- 3pm) as a jewellery valuation expert. He is able to provide advice on the $ value of jewellery. He helps you to decide on the pricing for the jewellery items on sale. Also, he is a specialist jewellery cleaner. He is planning to leave his job as he wants to work full time.
5. Casual staff X 3:
Usually, over Christmas, up to 3 additional casual staff are employed to look after sales.
The business has boomed recently due to an increase in wealthy tourists coming to Cairns from Asia and Europe. They are interested in Australian opals and South Sea pearls. The shop gets really busy on Thursday nights and over the weekend and it is very difficult for the staff in the shop to look after all the customers.
You are responsible for improving the sales and profits for the business. The owner of the business wants you to improve the customer service standards so that customers feel that they are being looked after really well.
You decide to reallocate the work to the current staff and extend their working hours. You also decide to hire one more full-time Senior Salesperson to help achieve the overall goals of the jewellery store. The new salesperson would need to help with the day-to-day operations and provide excellent customer service to the shop’s customers. The new salesperson would need to meet a monthly sales target of $50,000.
PART A: PERFORMANCE APPRAISAL SYSTEMS
1. Name the staff at Diamond Jewellery that you would discuss your plan with so that you can re-allocate the work load?
2. What are the considerations relating to disability that you will need to keep in mind when reallocating work to the staff?
3. Complete the work plan below for the new employee in accordance with the jewellery store’sgoals.
Jewellery Store’s Goals:
i. Provide excellent customer service to customers
ii. Ensure all stock is maintained effectively
iii. Increase net profit by 10% within 12 months
iv. Increase sales by 20% within 12 months
WORK PLAN FOR NEW EMPLOYEE
a) Job Title of new employee: ____________________________________________
b) Key duties of the new employee:
c) Complete the table below:
List THREE Key Performance Indicators (KPIs) for new SENIOR SALESPERSON How will you measure the SENIOR SALESPERSON’S performance against the KPI
4. Work out a new roster for the staff so that their work is more efficient, cost effective and outcome focussed
5. Refer to Fair Work Australia(General Retail IndustryAward)https://extranet.deewr.gov.au/ccmsv8/CiLiteKnowledgeDetailsFrameset.htm?KNOWLEDGE_REF=216298&TYPE=X&ID=5400964486994778888889912894&DOCUMENT_REF=394839&DOCUMENT_TITLE=General%20Retail%20Industry%20Award%202010&DOCUMENT_CODE=MA000004
Now set an appropriate weekly salary for the following staff if they became full-time employees:
a. Sally Smith (Level 2)
b. Judy Walker (Level 4)
6. Explain the process you will use to manage the performance of all your staff?
7. What techniques will you use to monitor and evaluate staff performance on a continuous basis?
PART B: COACHING
Case Study: Diamond Jewellery Store- continued
One of your Salesperson, Sally Smith has been coming late to work almost every day over the last two weeks. She is supposed to open the store at 9am, as she is the only staff member who comes at 9am on weekdays. Two customers have complained as they have had to wait outside for over 1 hour for the store to open.
Another customer has complained about Sally’s attitude towards him. The customer has told you that he had asked Sally to contact him urgently regarding his wife’s diamond ring. Sally had not contacted him. When he asked her about the ring, Sally rudely replied that he would have to wait for six weeks as there are many other customers in the queue before him and he can’t expect her to find the answer straight away.
You realise that Sally may have been rude to customers in the past as well, but you never found out as the customers probably just stopped coming to the store. In the past you have not conducted any performance appraisal with Sally as you have thought she is doing her job reasonably well, even though you know that she tends to be rude at times.
At the same time you have received feedback from several customers that Matt Damon is very friendly and provides excellent customer service. He is always very helpful and does everything possible to meet the needs of the customers.
Complete the tasks below:
1. What feedback will you give formally to Matt Damon about his performance?
2. What will you say to Sally informally about her performance?
3. What kind of records will you keep in relation to all your informal discussion with Sally?
4. You decide to have a meeting to coach Sally to help her to improve her performance.
[Remember that as a Manager, you should use the coaching session to help Sally improve her performance. You should ask probing questions and encourage her to reply to you honestly. You should listen attentively to her responses. You should be friendly and supportive during the coaching session. You should ask her to think about how she can improve. You should also give her suggestions and opportunities for improvement. Keeping all the above in mind, complete the task below] In preparation for the meeting, you need to prepare your questions and what you are going to say during the meeting with Sally.
a) What are the main issues with Sally’s performance?
I. What outcomes do YOU expect from the meting?
II. What would you say at the beginning of meeting to make Sally feel comfortable?
I. What questions would you ask Sally in relation to the first issue you have identified?
II. What questions would you ask Sally in relation to the second issue you have identified?
I. What questions would you ask to get Sally talking about how she can improve her performance?
II. List some suggestions you will make for improvement in Sally’s performance
I. What will you say to wrap up (close) the meeting?
5. PRACTICAL TASK
Role play: You are required to role-play the above coaching session in class with a friend. You will need to play the role of Sally’s manager and your friend would need to play the role of Sally.
You MUST use the GROW model for coaching. After undertaking the role-play, please complete the ‘Self-Evaluation Sheet’ over the page.
(If you studying online and/or are not able to participate in the role-play activity in class, you will need to do a video recording of your coaching session with a friend and send it to your trainer as part of your assessment)
Student Self-Evaluation Sheet (To be completed by thestudentAFTER completing the coaching role-play)
(in Manager-Coaching Role) Phone No.
Coaching Date/s Time/s
Employee’s Name Sally Smith Phone No. 545454545
Standard of performance Satisfactory
Did I utilise the GROW model for coaching my employee?
Did I identify the performance issue?
Did I utilise a number of communication skills to reflect and clarify the employee’s answers?
Did I ask probing questions?
Did I allow the employee time to think before replying to questions?
Did I use body language cues to help put the employee at ease?
Did Igive positive feedback to the employee during the session?
Did I provide constructive feedback to the employee during the session?
Did I provide strategies for continuous improvement for the employee?
Respond to these questions with your feelings and thoughts about your coaching performance.
What was your initial reaction to the coaching exercise?
What was your overall assessment of your performance as a coach? Give reasons for this assessment.
What do you think were some of your strengths during the exercise?
What areas do you think you could make improvements?
What kind of training can you think of to help improve your coaching skills?
What do you think will be the benefit doing additional training to improve your coaching skills a manager?
What are some valuable skills that you have learned today to help you in your role as manager/coach?
STUDENT’S NAME: ________________________________
STUDENT’S SIGNATURE: ________________________________
ASSESSOR TO COMPLETE THIS SECTION
Role Play completed (Tick ONE): ☐In Class ☐Submitted as a video recording ☐One-on-one session
ASSESSOR NAME: _______________________________________
ASSESSOR SIGNATURE __________________________________________DATE: _____________________
6. Imagine that during the coaching session, Sally and you agreed that she should undertake customer service training at ‘Skills Institute’ within two weeks. You also agreed that she should improve her time management skills by completing a short online course delivered by ‘Priority Management Trainers’. Finally, Sally and you agreed that you would change her roster for the next 4 weeks to enable her to undertake training. You decide to review her performance after 6 weeks.
Based on the above information, complete the performance development plan below for her. Make sure you record all the relevant information in the table below
Performance Development Plan for Sally Smith
Sally Smith Student’s Name:
(in Manager-Coaching Role)
Skills to be developed: How skills are to be developed: Priority (H,M,L) By When?
Staff member’s comments:
I agree to improve my skills and undertake training in the required areas.
(Note: In a real workplace situation, the employee would sign this form after reading the manager’s comments) Signature
PART C: DISMISSAL AND RISK MANAGEMENT
Case Study: Diamond Jewellery Store- continued
Three months have gone by since you conducted the coaching session with Sally. She has completed the required training, however she still continues to come late to work. Overall, her behaviour with customers is slightly better than before. However, whenever she is stressed, she still tends to become rude and abrupt with customers in the store. One customer has complained again about having had to wait outside the store for half an hour in the morning, as Sally didn’t open the doors till 9:30am. This is impacting on your business and you are losing customers.
You are quite frustrated by now and decide to terminate Sally’s employment. You call her into your office and tell her that she is fired. She is shocked and starts crying. She says that she didn’t know why she was being fired. You tell her that even though you took the time to coach her yourself, she is still not performing well in her role. You also tell her that she has always been rude to customers since the day she started work at the jewellery store. She asks if she can bring someone in with her to discuss the details. You tell her that there is no need as your decision is final and she will not be required to come to work anymore.
What you need to do:
1. First read the ‘Small Business Fair Dismissal Code Check list’ below
2. Complete the ‘Checklist’ on the following pages to identify whether Sally has been dismissed fairly or not?
3. Based on your evaluation above, identify the risks that the organisation is now exposed to due to your dismissal of Sally.
4. What are some of the additional steps you should have taken before dismissing Sally?
5. What particular legislation would be used to sue your company in the above case?
6. Develop a process flowchart that you would use in the future for employee termination for ongoing poor-performance.
7. What is the difference between misconduct and serious misconduct?
Misconduct Serious Misconduct
8. Answer the following questions in relation to serious misconduct by an employee:
a. Is it appropriate for a small business to terminate an employee for stealing money from the business?
b. Give reasons for your answer