BSBMGT502

ASSESSMENT SUMMARY / COVER SHEET
This form is to be completed by the assessor and used as a final record of student competency.
All student submissions including any associated checklists are to be attached to this cover sheet before
placing on the students file.
Student results are not to be entered onto the Student Management Database unless all relevant paperwork
is completed and attached to this form.
Student Name:
Student ID No: Completion Date:
Unit Code & Title: BSBMGT502 Manage people performance
Result Reassessment
Please attach the following documentation to this form S = Satisfactory
NS = Not Satisfactory
S = Satisfactory
NS = Not Satisfactory
NA = Not Assessed NA = Not Assessed
 Allocate work and provide

Assessment Task 1 S | NS | NA S | NS | NA
feedback
 Design and train
Assessment Task 2 performance management S | NS | NA S | NS | NA
systems
Assessment Task 3  Manage performance S | NS | NA S | NS | NA
Final Assessment Result for this unit C / NYC
Assessor Comments and Feedback to student:

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Student Declaration: I declare that this assessment is my own work Assessor Declaration: I declare that I have conducted a fair, valid,
based on personal study and research and not plagiarised or copied from reliable and flexible assessment with this student. I have provided
another student’s work or source. appropriate feedback and advised the student of their result.
I am also aware of my appeal rights.
Name: ____________________________ Name: ____________________________

Signature: ____________________________ Signature: ____________________________
Date: ____/_____/_____ Date: ____/_____/_____
Administrative use only
Entered onto Student Management Database  ________________

Date Initials
Choice Academic College Page 1 of 41

RTO 41177 | CRICOS 03625F
June 2018 version: 1.0
Assessment Task 1
BSBMGT502 Manage people performance
Allocate work and provide feedback

Submission details
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
Performance objective
You will demonstrate skills and knowledge required to allocate work and provide informal
feedback to employees in the context of managing people performance.
Assessment description
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.
The role plays in this assessment will allow you the chance to practice in a simulated
environment about work performance and workforce planning.
Procedure
1. Review the Australian Hardware simulated business documentation provided to you
by your assessor.
2. Review the scenario below. (case study may be carried out as a group exercise in
class)
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.

Assessment Task 1
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 A suggestion would be to
carry out a gap analysis. (Appendix 3).
Note a secondment can mean a temporary basis of work in a different part

of the organisation.
3. Arrange with your assessor (or this may be carried out with your class peers and your
assessor will observe you in the role plays).
a. a time and place to conduct the two role-plays:
i. a consultation with the garden products manager.
ii. a meeting to set performance expectations with the seconded employee.
b. timeframe and format requirements for submitting supporting documentation,
as set out in the specifications below.
4. Carry out the role-play with the peer manager. Ensure you:
a. Discuss your expectations for the employee and your needs for filling the
position with this resource:
i. Discuss the position description and how this will fit into the
organisations plans.
ii. Gather a sense of the employee’s aptitude and how you feel they will
take on this new role.
b. 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. Consider what the work may involve and the importance of
getting sales and being with customers that can affect the performance of the
staff member.

Assessment Task 1
5. Carry out the role-play with the seconded employee. Ensure you complete the
following:
a. Briefly summarise how performance is measured and performance objectives
are set within the organisation. This needs to be clear and concise with details
of performance measurements and objectives for the employee.
b. In accordance with those processes, set performance objectives and complete
a work plan in consultation with the employee. The work plan in appendix two
can be added to with more detail.
c. Discuss general expectations and code of conduct with employee. Explain how
code of conduct is important and what it means if the employee were to breach
the code of conduct and how this would affect their employment.
6. 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 in appendix three. Ensure you identify at least one compliance
risk. (Compliance risk is the threat posed to a company's earnings or capital as a result of violation or
non-conformance with laws, regulations, or prescribed practices.)
7. Submit supporting documentation to your assessor in accordance with the agreed

timeframe, format and the below specifications.
Specifications
You must:
● 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 Task 1
Appendix 1: Employee position description
Position Description
Job title: Customer Service Representative Date:
Job level: Entry 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 Expected to take a self-directed and continuous approach to

development learning on- and off-the-job in consultation with management
Health, safety, security Can follow relevant policies and procedures for WHS,
and environment 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.

Assessment Task 1
Supervisory responsibilities
N/A
Working conditions
● Indoor warehouse environment.
● Occasional outdoor work.
Signature:
Date:

Assessment Task 1 BSBMGT502 Manage people performance
Appendix 2: Employee work plan
KRA Activities/goals Measurement/KPIs Accountability/dependencies
Financial  Managing money well  Monthly Financial Reports  Financial Manager

 Achieve sales performance as  Sales performance report
20% off the target
 Getting high sales revenue per
month
Internal process  Knowledge ability about product  Customer satisfaction  Homewares Manager
and services
 Performance appraisal
 Can adapt in new environment  Market share
 Completing sales transaction in
short time
Customer focus  Have a good customer  Customer satisfaction score  Customer Relationship
satisfactory score  Quality of service Manager
 Meet customer’s needs
Development  Having 20-30 training hours per  Level of productivity  Training Department
week
 Self-development report from trainer
 Self-advancement learning
exercises
 -Can take a self-guided and
constant way to deal with

learning on-and off-the-work in

conference with the board
Signature:
Date:

Appendix 3: Risk management plan template
Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible
Financial High Financial Finance of the company Finance of the Finance of the Finance of the
health of company company company
the
business
Training High Develop Training and development Training process As per Training and
ment of candidates development
the qualification department
employee
Human resource High Selection Human resource of the Selection of the When needed HRM
of the company employees
employee
Operational High Operatio Day to day operation of the Smooth operations For every Operation
n of the business operation manager
business
Market High Competiti Market competition of the Market of the Regularly Marketing
on in the company company department
market

Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible
Credit Moderate The Borrowing going in to default Credit capability Monthly Finance
person department
who
being
defaulter
Liquidity Moderate Covert Selling of goods Market share of the Monthly Marketing
goods in goods department
to cash

Your answers for task 1:
Answers for task 1:

Role Plays Scenario:
Homewares Manager with the Garden Products Manager
HM: Good afternoon sir, do you have some time?
GPM: Yes sir of course, what do you need?
HM: I want to discuss some things about Kim.
GPM: About Kim in my department?
HM: Yes, Apparently, Kim has given the interest in the job position hardware and home
products recently, and here I want to ask you about her. What do you think about her?
Maybe you can tell me about her performances? or some things related to the work.
GPM: Alright sir, according to me she is a fast learner, she has a quite talent on customer
services, she adapts the environment quickly
HM: So, do you think it’s a good decision to move Kim for the new position?
GPM: Yes, because her performance is good. You don’t need to worry about that. I believe that
she can do the best for the new position and can adapt easily.
HM: Okay, thank you so much for the time, Sir. I will contact you as soon as possible to inform
you about this.
GPM: No problem, Sir.
HM: Good afternoon, Sir.
GPM: Good afternoon

Your answers for task 1:
Role-Play Scenario:
Homewares Manager with Seconded Employee (Kim)
HM: Are you Kim?

Kim: Yes I am sir
HM: Please come to my room after the break, I need something to talk
Kim: Sure sir
(After Break)
Kim: (Knocking the door and entering the room) Excuse me sir, I have come as you ordered
me
HM: Come in (shout), so Kim. Here I want to discuss about the new position you are
interested about. Since I already discussed your interest in the new position with your manager.
I want to ask you one more time. Are you ready for the new position and all the procedures?
Kim: Oh alright sir, Yes! I’m ready for the new position sir!
HM: Okay, I want to inform you that you are accepted in the new position in this department.
Kim: Thank you so much, Sir! I do really happy for that. I promise that I will do the best for it.
HM: I trust you for this new position. Here is the brief explanation about your new job details.
You have to:
 Determine customer needs.
 Provide expert advice to customers.
 Take and process orders.
Kim: Yes, Sir. I can do that.
HM: Here you can read the term and condition. Are there any questions from the work plan or
something that you are not agree with?
Kim: No, Sir. I’m fully agree with that.
HM: Great! Welcome to the new department, Kim! I hope we can work as a good team with you.
Kim: Thank you very much, Sir. I hope so.
HM: If you want to ask anything, just contact me. I think that’s all. Have a good day.
Kim: Yes thank you so much sir!

Facilitator Guide BSBMGT502_Marking Guide_Task 1
Marking Guide
Assessment Task 1: Allocate work and provide initial
feedback
Candidate’s name Phone no.
Assessor’s name Phone no.
Assessment site
Assessment date/s Time/s
Outcomes
Satisfactory
Did the candidate: Yes No
Participate in two role-plays:

● one with the garden products manager
● one with the seconded employee?
Submit a work plan?
Submit a risk management plan?
Submit all documentation within the agreed timeframe and in agreed

format?
Performance indicators
Satisfactory
In role-play with the Garden Centre Manager, consult on work to be

allocated and resources available?
In role-play with the seconded employee, develop work plans in

accordance with operational plans?

Satisfactory
In role-play with the seconded employee, allocate work in a way that is

efficient, cost effective and outcome focused?
In role-play with the seconded employee, confirm performance

standards, code of conduct and work outputs?
In role-play with the seconded employee, develop and agree

performance indicators with relevant staff prior to commencement of
work?
In role-play with the seconded employee, provide preliminary feedback

on performance, as conveyed by previous manager, to set the initial
level of performance from which gains may be made through
performance management?
Conduct risk analysis in accordance with the organisational risk

management plan and legal requirements, for example, consistent
with risks in Australian Hardware risk management plan?
Comments/feedback to participant
Outcome: Successful Unsuccessful
Assessor name:
Assessor signature:

Assessment Task 2
Design and train performance management

systems
Submission details
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
You will demonstrate skills and knowledge required to design and train others on performance
management systems.
In response to a simulated workplace scenario, you will design a performance management system
and train peer managers.
Procedure
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 and targets that are not being meet by the employees.

Assessment Task 2
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.
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.
3. Arrange with your assessor:

a. a time and place to role-play the training you may wish to use your class peers to aid you
in your presentation role play.
b. a timeframe and format requirements for submitting supporting documentation, as set
out in the specifications below.
4. Make appropriate amendments to the performance management system to address the
identified deficiencies. You may wish to consider using table for this.
5. Plan a short training session 10-15 mins 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:
a. Introduction to the main features of the performance management system in place,
including:
i. At least three (3) goal-setting and performance measurement processes
ii. formal and informal feedback and why this is important in this case study
iii. performance appraisals and what benefits these can have within the organisation

Assessment Task 2
iv. monitoring training and development. consider why monitoring and develop can
link to performance in this organisation
v. recordkeeping needs and requirements and why keeping records is important.
b. 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. You may wish to use a table for this question.
c. 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.
6. Deliver a 10 to 15-minute training session. Lead others (you class peers) 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.
7. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications.
Specifications
You must:
● 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.

● 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.

Your answers for task 2
Answers for task 2:
AMENDED PERFORMANCE MANAGEMENT SYSTEM DOCUMENTATION
a. Performance Management System

Purpose:
The goal or the purpose of the performance management System is basically
developing the low skilled employees who are considered need to be developed in hard skills
or may be soft skills by providing an appropriate agenda which manages the performance of
employees in this company. The company recognises that performance
management happened to be managed and enforced exploitation tools, techniques and
processes that are in step with its values and suits legal needs. The organisation hope all the
staff can participate in the management and appraisal process completely and
constructively, regardless as to if they're either conducting or receiving a management or
appraisal and adjust to legal needs.
Scope:
This policy applies to any or all employees used other than session staff. For workers UN
agency is absent for most of the year (maternity, sickness, sabbatical), quality management
and assessment procedures will not be applicable. Once the worker returns to work, the
manager should meet with them to discuss what support is needed to introduce them to the
work and to agree on objectives. In the context of what was affordable for the worker to
possess achieved while they were at work, even previous goals should be considered.
Roles and responsibilities

Manager:
- prepare staffing levels.
- Work with Human Resources staff to recruit, interview, select, hire, and use academic
degree acceptable type of workers.
- offer oversight and direction to the staff among the operational unit in accordance with the
organization's policies and procedures.
- Coach, mentor and develop staff, along with overseeing new employee onboarding and
providing career development springing up with and opportunities.
- Empower workers to want responsibility for his or her jobs and goals. Delegate
responsibility and expect responsibility and regular feedback.
- Foster a spirit of cooperation and unity among department members that permits for
disagreement over ideas, conflict and prompt conflict resolution, and additionally the
appreciation of diversity additionally as cohesiveness, supportiveness, and dealing
effectively on to change each employee and additionally the department to succeed.

- Consciously manufacture a geographical point culture that's to keep with the

final organization's that emphasizes the glorious mission, vision, guiding principles, and
values of the organization.
- Lead workers using a performance management associate degreed
development technique that has associate overall context and framework to
encourage employee contribution and includes goal setting, feedback, and performance
development springing up with.
- Lead workers to satisfy the organization's expectations for productivity, quality, and goal
accomplishment.
- offer effective performance feedback through employee recognition, rewards, and
disciplinary action, with the assistance of Human Resources, once necessary.
- Maintain employee work schedules along with assignments, job rotation, training,
vacations and paid time without work, work, defend absence, and overtime programing.
- Maintain clear communication. suitably communicate organization knowledge through
department conferences, one-on-one conferences, and acceptable email, IM, and regular
social communication.
Employee:
- head of the health and safety of themselves and of others UN agency is additionally stuffed
with what they're doing or not do
- Get along with the health and safety matters
- Not misuse any tool that's provided for safety functions (e.g. hearth extinguishers or safety
goggles)
- Follow directions from the leader on health and safety matters and attend relevant health
and safety work
- Report hazards and defects discovered among the geographical point
- staff do their own job
- Being disciplined in work (not being late or absent)
- Avoid swing themselves or others in danger
Performance review guidelines

The employee’s performance is monitored and evaluated oft throughout the year. The
performance review encompasses three elements:
- associate annual formal review discussion
- a six-month follow-up discussion
- continuous observance of the employee’s performance.
These elements feature among the subsequent technique.
Goal setting and work designing

Goal setting and work coming up with is to be undertaken in consultation with affected
managers, teams and other people on the next basis:

- KPIs, activities and targets are to be set with relation to the relevant sections of the
organisation’s operational prepareand position descriptions
- Work coming up with takes into account specific capabilities and input from workers.
Annual discussion
The annual discussion is also a key step among the performance review technique.
primarily, this step involves collectingall the information collected and assessed throughout
the year bearing on the employee’s performance. However, there must be no
surprises throughout this discussion; it's simply an overview and review of the informal and
formal reviews conducted throughout the year.
The key parts of the annual discussion are to:
- Replicate on performance throughout the year
- Clarify key responsibilities of the role and review the duty description
- Discuss successes additionally as areas for improvement
- Set united targets and performance standards for the subsequent six months
- Agree on key areas of development for effective performance among the role.
Six months follow-up discussion

The follow-up review provides an opportunity for managers and workers to re-visit targets,
standards and development plans to:
- establish that progress is heading in the right direction
- establish changes impacting on the action of targets and standards
- discuss development prepare progress or establish development arrange
- modify standards and targets, if needed.
Training Session
- Introduction to the most options of the performance management system
I. Goal setting:
Organizational Goals
Organizational goals are those meant to spice up the structure of a business and company
as a whole. it's helpful to interrupt down huge structure goals into smaller ones to
help produce them appear less discouraging
Employee Goals
To help workers have the simplest way of purpose terribly} very company and feel driven,
it's important for each one to possess personal, good goals. it's common for staff to work
out personal goals throughout academic degree annual review, but the creation associated
review of ongoing and new goals can facilitate increase an employee’s success.
workergoals can embrace earning a promotion, gaining further responsibilities, acting as a
project manager, gaining further purchasers for the company or earning a company bonus.

once academic degree employee creates goals, her manager can show support by serving to
her develop action steps, creating deadlines and celebrating each success.
Financial Goals
It is natural for geographic point goals to include those related to finances.
whereas creating short- and long-term cashgoals, it's important to let workers comprehend
the vision and build ways in which during which for each staff person to participate.
Performance measuring processes

STEP one SELECT: choose & define what’s value activity
Choosing and method what’s value activity for your organisation involves:
• deciding what specific results must be measured
• springing up with measures that supply the foremost effective proof of those results
• method the measures to specify the operational details of the thanks to bring them
STEP 2 COLLECT: gather information that has integrity

The process of grouping performance information is important to its integrity and
will be really resource intensive. It’s pricegiving serious thought to but you'll approach
it, thus the information are typically “fit for purpose”. It involves:
• method the data requirements for a collection of performance measures you'd prefer
to report
• springing up with, rising and implementing information assortment systems to
optimize knowledge accessibility and integrity
STEP 3 STORE: manage the data thus it’s quick and easy to access
Where and therefore the approach you store your information directly determines
what knowledge you'll access, once and therefore the approach quickly you'll access
it, however easy or hard it's to access and therefore the approachsuperabundant cross-
functional use you'll get out it. To avoid the pitfalls of assumptive that information is easy to
induce your hands on, perceive that the next activities will doable be needed in conveyance
your measures to life:
• using an information referencing model to form data management value effective
& amendment cross-functional use of knowledge
• extracting, integrating and preparing information for analysis
STEP 4 ANALYSE: flip knowledge into info

Analysis turns knowledge into data. guarantee it’s the foremost acceptable info by
adopting the sole analysis approach which can manufacture the information among the
sort required to answer your driving queries. Analysis activities sometimesinclude:
• choosing analysis techniques that manufacture performance knowledge that answers
driving business queries
• applying analysis procedures to raw performance information

STEP 5 PRESENT: effectively communicate the information

In act performance knowledge, you're influencing that messages the audience focuses
on. make sure to giftperformance measures in ways in which during
which supply straightforward, relevant, trustworthy and visual answers to their driving
queries. Activities a bit like the subsequent are generally involved:
• springing up with graphs that facilitate interpretation and deciding
• springing up with and developing performance reports or dashboards for the owners and
audiences of performance measures
• springing up with and implementing performance coverage processes
STEP 6 INTERPRET: translate the information into implication

Interpreting your performance measures means translating messages highlighted by
performance information into conclusions relating to what’s terribly occurring. to point
out information into implication, you would like to acknowledge that messages are real
messages (e.g. once a trend is factual a trend). two activities are necessary at this
step among the performance activity process:
• method pointers that signal that variations in performance results are real
and that are merely natural random variation
• drawing conclusions relating to performance results to settle on if action is needed (or
not)
STEP 7 APPLY: decide but implication will become action

When you have found out what's very occurring together with your organisation’s
performance, you're in a positiontocreate some decisions relating to what to spice up, what
proportion to spice up it by and therefore the thanks toattempt to to it rising.
• springing up with decision-making processes that make effective use of performance
measures
• identifying the premise causes of performance results (getting deeper than the symptoms)
• setting performance targets that encourage property improvement
• victimization performance measures to link the event cycle back to the design cycle
II. Formal feedback and Informal feedback, can help you giving the acknowledge
of staff accomplishments or improve performance in real time.
Feedback are typically positive or constructive
Give regeneration to acknowledge and reinforce actions or behaviors you price and need to
continue.
Provide constructive feedback to identify actions or behaviors that weren’t effective and
provide alternatives or suggestions for improvement for the subsequent time the case
arises.
Offering steering on improvement is critical; whereas not it, the persons UN
agency are visiting be unsure on the thanks to avoid the identical or
similar issues among the long run.

Feedback is specific, and could be explained what and why
III. Targeting desires

Performance appraisals can target a selected area of weakness that wishes analysis and
correction. It will evenfunction a valuable tool for establishing goals that will cause
promotions and career advancement. using aperformance appraisal to
uncover work wishes permits the company to focus efforts on narrowly made public areas.
Charting Progress
Performance appraisals are typically accustomed chart progress. examination performance
appraisals from one benchmark quantity to a special offers every the company and
thus the employee with measurable marks of improvement, lack of improvement or
regression in job performance areas. These information are valuable for human
resources. payment can increase, demotions, promotions and terminations are
all parts which can be tied to the progress reflected in performance appraisal information.
Building Relationships
Performance appraisals supply the leader and employee the possibility to sit down down
down and discuss performance. In busy firms, where most are taking care of business,
periodic conferences between supervisor and employee enablethem to form or strengthen a
relationship. Developing this rapport opens a line of communication for the employee to use
in making future suggestions for the company or applying for promotions.
Motivating staff
Performance appraisals usually operate psychological feature tools for staff. the
company may provide a bonus or various perk to workers global organization agency
are able to improve their performance appraisals from one amountto the subsequent.
it's important to produce improvement opportunities, like work seminars, mentorships
or classes to workers aspiring to improve their performance appraisals.
IV. Keeping a close eye on the performance and progress of your team members is that
the most quantity for his or her profit as a result of it's for yours. as a results of once we
have a tendency to talk about observation performance, we're not talking relating
to micromanaging people, or look each individual worker kind of a hawk – it’s relating
to taking the time to help workers develop. many workers become unhappy in their jobs
once ages, significantly if they not notice their work exciting or tough. good development is
that the simplest due to facilitate staff feel oft challenged, rewarded and energised by their
work.
V. necessities in recordkeeping:
– employee certification certificates and licences - copies of permits, registrations and
licences workers should do their jobs

– employee resumes and job applications

– Performance reviews - similarly as assessments of staff performance and agreements
between you and your staff
– Position statements and job advertisements
– shopper records - personal details, merchandise purchased and merchandise enquiries
that are useful for locating new customers
– shopper complaints - details of complaints relating to merchandise, service, staff or the
remainder, and steps taken to resolve them
– Details of any disputes with various businesses - similarly as but you went relating
to resolution disputes
– Quotes given and won - specifics of jobs and time spent on them to help with future
quoting
– Details of advertising campaigns and success - to form it easier to repeat advertisements
and prepare future advertising campaigns
– Insurance policies - typically review and update your business insurance, significantly once
your business grows or changes.
Because the recordkeeping will facilitate to:
– Monitor Monitor the progress of your business
– Project your liabilities
– Prepare your cash statements
– Establish the provision of receipts
– Keep track of deductible expenses
– Prepare your tax returns
– Support things according on tax returns
- Amendments I have got created to this system

• The aims of the policy additional with the complaints from the employee that are:
 Apparent management commitment to work and advancement
 Correcting performance weakness
 Keep doing self-development
 Encourage employee further
 supply rewards and recognition to employee.
• The roles and responsibilities half, within the manager aspect I additional this points:
 supply reward to best employee
 supply work to develop their skills
 supply constructive feedback
- Queries on the amendments I have got created

– What do you hope to achieve?
– I hope the performance of employee are visiting be higher and thus the goals
are typically achieved.

– What problems can it address?

– the worker performance has usually fallen behind targets.
– however your amended system is intended to attain that purpose?
– I will elicit employee’s feedback to form the system be additional acceptable and
work with efficiency.
ROLE-PLAY TRAINING
Homewares Manager: Good afternoon everyone.

Audience: Good afternoon, Sir.
Homewares Manager: First of all, I want to say thank you for coming. I believe some of you
have known what is the purpose I want all of you to come here, but some of you may not know
about it, so let me get straight. As we can see that employee’s recent performance has
generally fallen quite serious. So, after several times I have been thinking about it, I’ve decided
to make some amendment regarding our performance management system.
Audience: Is that really a serious matter sir?
Homewares Manager: Of course it is, the basic of a company is coming from the employee.
When the employees have the low motivation, it means the company failed as the company.
Audience: So what is the amendment about?
Homewares Manager: There are some kinds of things, I would like to say the outline. There
will be a correcting performance weakness, doing self-development, encouraging employee,
giving rewards and recognition to employee, these are like the programs of development or you
can say it as training, and here are the benefits of the programs: the best employee will get the
reward or bonuses, the employees will get training to develop their skills, and the employees will
have the feedback vice versa from the trainers.
Audiences: That is great sir. We hope that it will happen in short time and we want many
trainings, so we can develop our-self farther.
Homewares Manager: For now, I will try to give the ones who need it more training and self-
development, of course, the others will be followed as the term and conditions I have planned,
I will give you the detailed by the end of this week as soon as it is completed. I guess that is
what I need to say to you all, if you have any further questions, do not hesitate to contact me.
Thank you for your attention and have a nice day everyone.
Audiences: Thank you sir!


Marking Guide
Assessment Task 2: Design and train performance
management systems
Assessment site
Outcomes
Satisfactory
Conduct a training session role-play?
Submit their amended performance management system

documentation?
Submit their training planning documentation and presentation

materials, such as PowerPoint presentation and any handouts
provided?

format?
Satisfactory
Make amendments that ensured the performance management

system aligned with organisational objectives and policies and
procedures?

Satisfactory
Make amendments to the performance management system that

appropriately address the identified deficiencies for the scenario
business?
Plan a training session and presentation materials for peer managers

in scenario business to convey the important features of the current
performance management system and their amendments? Train
participants in the performance management and review process?
Describe in their training session the main features of a performance

management system?
Discuss in their training session the focus on developing potential

through positive development options rather than on identifying and
correcting performance weaknesses?
Prepare to answer questions on their amendments to the performance

management system?
Lead others by winning support for their amendments to the

performance management system?
Conduct their training session making sure they:
Assessor name:
Assessor signature:

Manage performance
Submission details
The assessment task is due on the date specified by your assessor. Any variations to this arrangement
must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
You will demonstrate the skills and knowledge required to performance manage people through
providing formal and informal feedback and coaching in an organisational context.
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.
Procedure
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:
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.
3. Arrange with your assessor or class peers and be observed by the assessor:
a. a time and place to role-play a coaching session/performance appraisal
b. a timeframe and format requirements for submitting supporting documentation, as set
out in the specifications below.
4. Review the employee’s Performance Scorecard (Appendix 1). You need to have a full
understanding of this score card to be able to develop your meeting with the employee.
5. 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. This may mean further
training, having a buddy system put in place, weekly check in meetings. This may be three weeks
to 12 weeks as you need to decide on the
6. 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. This may be three weeks to 12 weeks as you need to decide on the
review period and the performance of the employee.
7. Participate in a 10–15-minute role-play. Ensure you complete the following:

a. Conduct a coaching session where you:
i. discuss performance expectations and what you believe is required from this
employee and how they can meet the organisation’s goals and expectations.

ii. 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).
iii. recognise achievements, attitude and positive aspects of performance
iv. discuss opportunities for growth and meeting expectations
v. establish willingness of the employee to take concrete steps.
b. Complete formal performance development documentation, where you:
i. set targets and review dates for the next performance review
ii. complete performance management recordkeeping for HR (Appendix 3), including
signatures. Refer to the performance management procedures followed with the
employee.
8. Submit supporting documentation to your assessor in accordance with the agreed timeframe,
format and the below specifications.
Specifications
You must:
● 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.

● 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.

Appendix 1: Performance scorecard – Kim Smith
KRA Target Result Comments
Financial $8,000 sales $5,000 average over This low target was set for an initial period of six months. You would expect
revenue per month six months an employee to reach a target of $10,000 at this stage.
Customer 8/10 score on 5/10 score The employee is personable and tries hard to develop a rapport with
focus customer focus 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 Two minutes to Average five minutes The employee has never mastered the point-of-sale system; consequently
process complete sales they make errors that need to be corrected before completing transactions.
efficiency transaction
Learning and 20–30 training Seven training hours The employee, while expressing initial enthusiasm for the role, has not made
development hours 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 The objectives and execution are still a long way from the desire.
expectations The objectives haven't been accomplished. To improve the
execution, Kim expected to go to preparing and advancement.
Reality of actual performance Financial:

Target: $8,000 sales revenue each month
Actuality: $5,000 average in a half year
Customer focus:
Target: 8/10 score on customer satisfaction
Actuality: 5/10 score
Internal process:
Target: Two minutes to complete sales transaction
Actuality: Average five minutes
Learning and development:

Target: 20–30 training hours
Actuality: 7 training hours

Opportunities to develop Employee have to learn seriously because they take it in casual
way which is harmful to them and to the organization. Employee
had to use full efforts.
Willingness to develop and Sometimes employee show his full willingness and do
commitment commitment that he/she will do it but due to lack of efforts
he/she didn’t fulfil his commitment.

Appendix 3: Performance development plan template
Name and position: Kim Smith, Customer Service
Manager: Hardware and Homewares Manager Review period:
Reference from operational Key result area Indicator of success/ Status report/results
plan performance
Financial target Sales revenue When she achieved approx. She only achieved $5,000 average over
$7000 and target is $8000.
But current performance is six months. It’s still under average
$5000
Customer focus Customer service When Kim can explain the Actually, she has a good customer service, but
products detail and she can explain what the customers needed.
information to customers Where she supposed to know the information
asked by the customers.

Reference from operational Key result area Indicator of success/ Status report/results
plan performance
Training To let the employees When they do work with full The training could help to achieve goals
learn and develop them efforts and no mistake will be
selves there.
Company’s goals Internal process When Kim can master the Kim has never mastered the point-of-sale
efficiency point of sale system and not system; consequently, she makes errors that
make an error when there’s a need to be corrected before completing
transaction. transactions.

Achievements: Areas of opportunity:

The employee is personable and tries hard to develop a rapport with Kim can make herself well-prepared, in fact that the chief has set a
budget limit for 30 hours of offers preparing for Kim on the off
customers. Customers and staff respond well to the employee.
chance that she is eager to be prepared.
Next performance review period:
Manager’s comments:
I want you to get the training which can develop and train yourself to be better from now Kim.
Signature: Homewares Manager Date:
Staff member’s comments:
Signature: Date:

Your answers for task 3 BSBMGT502 Manage people performance
Answers for task 3:
Role-Play Development
(in phone)
HM: Hello Kim, please come to my room now.
Kim: Alright sir, in 5 minutes.
(coming to the room)

Kim: Excuse me sir, I’m here.
HM: Okay Kim, I need something to talk about you. Let’s get it straight. Today we will discuss
about your performance in the initial six-month period. To be honest, I’m a bit disappointed
about your performance that the fact it is not more than satisfied, but I still hope you will be able
to get yours to focus on areas you need to develop in. Then I decided to help you out by improve
your performance to meet the expectations for the role.
Kim: I’m sorry sir I have realized it even before you are calling me to this room. But how will
you help me?
HM: Okay listen to me. I have the budget for 30 hours of sales training for you if you are willing
to be trained, I need you to follow the way and keep training and developing yourself in this
progress, I believe it eventually will has the good result on it.
Kim: Yes sir, I’m going to follow the way you are asking to me and do my best sir!
HM: Great! I guess I will give you the detail after the break, now you can go back to work.
Have a good day and good luck!
Kim: Yes sir, thank you so much for helping me

Marking Guide
Assessment Task 3: Manage performance and provide
feedback
Assessment site
Outcomes
Satisfactory
Participate in a 10–15 minute role-play?
Submit a coaching plan?
Submit their performance development planning, including:

● the performance development plan as prepared by the
candidate prior to the role-play
● the performance development plan as completed in agreement
with the employee during the role-play?

format?
Satisfactory
Develop a coaching plan focusing the session on collaborating with the

employee to identify performance gaps and taking positive measures
to close those gaps?

Satisfactory
Prepare the formal performance development documentation for the

employee in accordance with organisational requirements?
During the role-play, conduct performance management in accordance

with organisational policy and procedures for performance
management?
During the coaching session phase of the role-play, monitor and

evaluate the employee’s performance on a continuous basis?
During the coaching session phase of the role-play, provide informal

feedback to the employee on a regular basis?
During the role-play, advise the employee where there is poor

performance and take necessary actions?
During the coaching session phase of the role-play, provide on-the-job

coaching when necessary to improve performance and to confirm
excellence in performance?
Completed the formal performance development documentation with

the employee in accordance with organisational requirements?
Assessor name:
Assessor signature:

Unit Feedback BSBMGT502 Manage People Performance
Please help us to improve our services to you. We would appreciate your honest feedback on the training
provided for this unit.
Thinking about your experience while participating in the training for this unit, please read the following
statements and tick one response only.
Trainer name
Date started Site
Learner name
Disagree Unsure Agree Not applicable
You were provided with clear information regarding accessing classes.    

The methods of presentation were engaging and effective.    
There is a good balance between theory and practice.    
Your trainer provided opportunities for you to ask questions and participate    
during class.
You had access to individual assistance.    
Assessment tasks required you to demonstrate what you learned.    
I received useful feedback on my assessments.    
The unit resources were useful and easy to understand.    
The facilities and online resources if needed for this unit were adequate.    
The knowledge and skills you have learned will assist you in your career.    
You are satisfied with the quality of this training.    
If you ticked “Disagree” for any questions above, could you please provide an explanation?
What did you find most challenging about studying this unit? Please specify.
Do you have any suggestions on how we could improve this unit
Thank you for your feedback


BSBMGT502

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ASSESSMENT SUMMARY / COVER SHEET

Student ID No: Completion Date:

Unit Code & Title: BSBMGT502 Manage people performance

 Allocate work and provide

Assessment Task 3  Manage performance S | NS | NA S | NS | NA

Final Assessment Result for this unit C / NYC

Assessor Comments and Feedback to student:

I am also aware of my appeal rights.

Name: ____________________________ Name: ____________________________

Administrative use only

Entered onto Student Management Database  ________________

Choice Academic College Page 1 of 41

Allocate work and provide feedback

Choice Academic College Page 2 of 41

You have a role description for the position (Appendix 1).

Note a secondment can mean a temporary basis of work in a different part

Choice Academic College Page 3 of 41

7. Submit supporting documentation to your assessor in accordance with the agreed

○ one with the garden products manager

● submit a risk management plan.

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

Choice Academic College Page 4 of 41

Appendix 1: Employee position description

Job title: Customer Service Representative Date:

Job level: Entry Level Reports to: Manager Homewares

Department/division: Hardware and home products

Essential job requirements

Learning and Expected to take a self-directed and continuous approach to

Choice Academic College Page 5 of 41

Choice Academic College Page 6 of 41

Appendix 2: Employee work plan

KRA Activities/goals Measurement/KPIs Accountability/dependencies

Financial  Managing money well  Monthly Financial Reports  Financial Manager

Choice Academic College Page 7 of 41

learning on-and off-the-work in

Choice Academic College Page 8 of 41

Appendix 3: Risk management plan template

Choice Academic College Page 9 of 41

Choice Academic College Page 10 of 41

Answers for task 1:

HM: Good afternoon sir, do you have some time?

GPM: Yes sir of course, what do you need?

HM: I want to discuss some things about Kim.

GPM: About Kim in my department?

Choice Academic College Page 11 of 41

HM: Are you Kim?

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Candidate’s name Phone no.

Assessor’s name Phone no.

Assessment date/s Time/s

Did the candidate: Yes No

Participate in two role-plays:

● one with the seconded employee?

Submit a work plan?

Submit a risk management plan?

Submit all documentation within the agreed timeframe and in agreed

Did the candidate: Yes No

In role-play with the Garden Centre Manager, consult on work to be

In role-play with the seconded employee, develop work plans in

Choice Academic College Page 13 of 41

Did the candidate: Yes No

In role-play with the seconded employee, allocate work in a way that is

Name: Name: