Assessment Task 1 BSBMGT502B Manage people performance

Performance management project

Submission details

Candidate’s Name Jennifer Rigby Phone No. 0435328228

Assessor’s Name Romila Bonney Phone No.

Assessment Date/s Time/s

Submit this document with any required evidence attached. See specifications below
for details.

Performance objective
The objective of this assessment is to enable you to demonstrate your knowledge and
understanding of performance management systems within legislative and organisational
guidelines.

Assessment description
You must plan, monitor and review a case study relating to performance management of
a team.
You will undertake a number of activities to manage the performance of one of the two
employees. This will include management activities, such as developing work allocations,
identifying KPIs, participating in several role-plays, undertaking performance reviews, and
proposing a development plan for remedying poor performance by the Employee under
your supervision.
Finally, you will need to provide feedback to a work colleague or a friend if you are
not in a workplace on performance during a role-play. The partner in the role-play
can be your mentor or friends, family, local club members, workmates, and so on.
Please video this role-play.

Procedure
1. Review the Case Study – Housefriends Homewares (Appendix 1) or one supplied by
your assessor
2. Complete the Operational Plan (Appendix 2). As the Store Manager you are to report
your operational plan to head office to have the following completed by the
extended trading deadline.

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3. Read the profiles in this assessment. In pairs, adopt the role of Manager for that
Employee (Marie or Tony).
4. Individually develop goals, KPIs and tasks for the Employee you have selected.
Document these in the Employee’s Performance Management Plan (Appendix 3).
5. Prepare role-play notes to plan the topics you will discuss and outcomes you hope
to achieve, these will assist you to keep the role-play meeting on track. Submit
these with your documentation.
6. Conduct two one-on-one coaching role-plays (one with you as the Manager, one as
your partner’s Employee). The Assessor will observe this role-play and examine the
documentation (the completed Appendices plus notes) that you will submit for
assessment on completion.

Role-plays
As the Manager, you have set up the first one-on-one meeting. In addition to discussing
the program you have outlined on the Performance Management Plan (Appendix 3),
you will also:
a. Resolve the issue outlined in the Employee profiles and conduct a coaching
session to assist the Employee address the issue.
b. Discuss KPI results generated from their team.
c. Discuss Individual reports on progress and take time to chat with your Employee
informally to get feedback on problems they are facing. You also use this meeting
to emphasise the concept of team achievement.
d. Complete the Performance Development Plan (Appendix 4) on the basis of the
outcomes of the one-on-one session and sign-in agreement.
e. Complete performance review notes to place in the Employee’s file.

7. Complete file notes from the one-on-one coaching session to be placed in the
Employee’s file.
8. Following the role-play, the Employee participant is to complete the Coaching
Session 1 – Observer’s Evaluation Sheet (Appendix 5).
9. Following the role-play as the Manager, complete the Coaching Session 1 – Coach’s
Self-Reflection Sheet (Appendix 6)
10. Conduct a second meeting with your partner and deliver feedback (participant
Employee/Observer deliver feedback verbally to the Manager participant regarding
the coaching session) based upon the notes taken in Observer’s Evaluation Sheet.
The Assessor will observe this session.

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Specifications
You must provide:
● a completed Operational Plan (Appendix 2)

● a developed Performance Management Plan (Appendix 3)

● a completed Performance Development Plan (Appendix 4)

● a completed Coaching Session – Observer’s Evaluation Sheet (Appendix 5)

● a completed Coaching Session – Coach’s Self-Reflection Sheet (Appendix 6)

● one-on-one session notes

● performance review notes.

Your assessor will be looking for:

● your completed Operational Plan addresses the:

○ revamped store layout

○ recruitment and induction plans
○ training of all staff on the sustainability features of major product lines
● your developed Performance Management Plan identifies:

○ work roles (in accordance with Operational Plan)

○ key result areas
○ indicators of success
○ date to be competed
● your developed Performance Development Plan:

○ identifies skills to be developed by the Employee that correlate with the KRAs
and indicators of success indentified in the Performance Management Plan
● your completed Coaching Session – Observer’s Evaluation Sheet:

○ utilises the GROW model

○ identifies the performance issues with the Employee
○ utilises a number of communication skills such as:
– active listening
– re-phrasing
– summarising
○ asks probing questions
○ allows the Employee time to think before replying to questions
○ uses body language cues to help put the Employee at ease
○ acknowledges the Employee during the coaching session using positive
feedback

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○ provides constructive feedback to the Employee during the session

○ provides strategies for developing the Employee that would enable the
performance issues to be addressed and for the Employee’s performance to
improve
● your completed Coaching Session – Coach’s Self-Reflection Sheet:

○ identifies strength and weaknesses

○ identifies strategies to improve
● your feedback session:

○ is constructive
○ identifies areas of:
– excellence
– strengths
– weaknesses
– strategies for improvement
– encouragement.
● your one-on-one session notes address, and your role-play incorporates:

○ the planned approach for issues mentioned in the Case Study and desired
outcomes
○ items from the Performance Management Plan for that Employee
○ plans on how tasks will be completed
○ the achievement of a shared understanding
○ the establishment of a review process of performance.
● your performance review notes contain:

○ name of Employee
○ name of Manager
○ date of coaching session
○ identification of performance issues
○ worker responses
○ areas of disagreement
○ opportunities for development.
● Interviews can be varied to take place by Skype or phone.

● A follow-up interview may be required (at the discretion of the assessor).

● Evidence can be submitted electronically or posted in the mail.

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Appendix 1: Case study – Housefriends Homewares

Business description
Housefriend’s is a homewares retailer specialising in bathroom fittings, bedroom fittings,
mirrors and decorative items. Housefriends caters to the furnishing market for new and
renovated dwellings. Currently, a chain of eight stores are situated around the greater
area of each state’s capital city.

Current Operational Plan for your store:

Trading hours: Housefriends stores are open 8.30 am–5.30 pm Monday to
Friday and 9.00 am–3 pm on Saturdays.

Range: Mainly imported bathroom fittings, bedroom fittings, mirrors and

decorative items

Payment types Cash, credit cards, cheques and gift cards.

accepted:

Credit policy: (Trade customers) Housefriends accounts are invoiced at the end
of each month; terms are 30 days.

Warranties and Housefriends will exchange with proof of purchase but not refund.
refunds:

Staff: Three cashiers, three floor sales representatives, one supervisor,

one bookkeeper/administration role, and one storeman.

Scenario
As a manager of one of the existing stores, you have been called to head office to attend
an area division briefing by the company’s CEO. During the CEO’s address you make the
following notes:

In a growing economy fuelled by population growth, the company has determined to

invest and strategically position itself to prosper from this growth. The goal is set to be
the major retailer in their sector across the city and the state in three years. This will
feature doubling the number of stores around the greater city area with new stores
strategically placed in the growth corridors. Additionally the expansion will include a
store in each major regional town in the state.
Housefriends’ confidence in its ability to fulfil these goals comes from its plan to
provide customers with a wider selection of merchandise with great customer service.
Housefriends’ new operational plan will provide the following benefits to their
customers:

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● Selection. Addition of many locally manufactured high quality lines of

merchandise will provide more choice to consumer whilst maintaining the higher
quality overseas manufactured lines. Range of bathroom fittings, bedroom
fittings, mirrors and decorative items to remain with the recently added range of
lighting fixtures will position Housefriends as best in class.
● Accessibility. Customers will gain easy access to the store with extended opening
hours 9 am–9 pm, 7 days a week.
● Housefriends will ‘Go Green’. As a part of this public image we will promote the
Sustainability features of products and energy efficiency to customers.

A planned layout of current stores will increase shelf space to facilitate the new
lighting range. This will be completed before the extended hours commence in
eight weeks’ time from briefing on a Sunday when closed.
Staff expansion to facilitate increase in trading hours from 46 hours to 84 hours per
week will also need to be addressed in this period.
Housefriends’ expansion will be facilitated with a preference for current staff to be
promoted where merited to fill the newly created position. Casuals will backfill
vacancies and overflow work positions. All casuals are to undergo induction training
sessions. Housefriends will actively support skills improvement for staff.

Housefriend’s Staff Profiles

The key people in your branch are the Tony (Supervisor) and, Marie
(Bookkeeper/Administration) who is often a caretaker in Tony’s position as the relief
Supervisor. Both have expressed ambitions to pursue a career in company management.
To that end this upgrade to the operational plan may present the best opportunity for
both of them.
You are aware that one of the keys in the past in times of change has been to maintain
the enthusiasm of your key personnel to maintain the drive and cohesiveness of the
remainder of your team.
Hence your aim is gain an agreement to help them by providing coaching and mentoring
when you see the need for improvement of their attitudes, skills or knowledge levels in
exchange for their acceptance of greater responsibility.

Marie
Marie achieved outstanding results in the bookkeeping certificate she recently
completed. However, her lack of ‘real-world’ experience managing people makes her
uncertain and she lacks confidence to make decisions and avoids possible confrontation.
You have agreed to be her coach and mentor. She has come to you recently for help and
discussed with you a significant range of issues she wanted help with.

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Marie has always had a keen interest in the environment and everything green. It was
Marie who suggested power-saver timers on the lighting in the storeroom and other
sustainability measures around the office. Marie is very excited about the ‘Going Green’
plan and is very enthusiastic to do the train the trainer course offered by head office and
become the in-store trainer in this area. She does, however, express some cynicism
regarding Housefriends’ motives in this.

At your first meeting, you need to discuss the following issue.

You have seen members of Marie’s team swap ‘origin of manufacture’ tags with
‘Australian made’ tags while she watched, and she did nothing. Maria is aware from past
conversations of the requirement for high ethical standards for the stores’ new image.

The government has introduced a code of conduct for your industry to clearly mark on the
product the country of manufacture, particularly on imported products.
Housefriends states on its website that it adheres to this code to a high standard.
However, on some items, clearly marking the country of manufacture on the item may
inhibit the sale because that country may have a reputation of low quality. In these cases,
Housefriends marks the product with the general region rather than mention the specific
country. This has resulted in some items that actually come from countries with a poor
reputation for quality selling very well.

Tony
Tony’s approach to the job is quite different to Marie. He has many years experience and
is best described as ‘hands on’. Tony is the longest serving employee in your branch and
has the best knowledge of the product lines and when he puts his mind to it is an
effective coach for new staff, this is despite not having any formal qualifications in this
area.
However, recently you have noticed that his attitude to the job is turning negative. Tony is
spending a lot of time on the internet, which he often calls ‘the future of sales’, and can’t
understand what the Management is thinking of by planning an expansion that is not
based on the internet and has voiced this objection without a care about who hears it.
You have the impression that he now sees his knowledge as his own intellectual capital
and is reluctant to share it. He has become short tempered and has told you that he is
not paid to share his knowledge and experience. He becomes annoyed with some staff
members who come to him seeking advice as he considers that they should ‘know it by
now’. Thus his team are not developing.

At your first meeting you need to discuss the following issue:

Tony often presents you with ideas for internet marketing that would certainly boost traffic
to the site. Yet you have come to mistrust his motives with some ideas. You have recently
noticed that the company’s website now has links to a home business that a friend of
Tony’s operates. This business provides installation of homewares that Housefriends sells
yet you are not aware of any company endorsement of this service from Housefriends for
their customers. You believe this is unethical under the company’s ethical standards.
You need to determine what the source of his negativity is and plan his performance
management. In your one-on-one session with Tony you need to come to a resolution of a
way forward and get Tony fully ‘on board’.

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Appendix 2: Operational plan

Operational goals Team goals Progress

Goal Focus KPI Reason/ Team Deliverable Goal KPI Due 1 2 3 4 5 6

barriers

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Appendix 3: Performance management plan

Name/position: Manager: Review period:

Reference from Key result area Indicator of success/ By Status

Operational Plan performance when report

Manager’s comments Signature

Date

Staff member’s comments Signature

Date

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Appendix 4: Performance development plan

Name/position: Manager: Review period:

Skills to be How skills are to be developed: Priority By Skills

developed: (H,M,L) When? gained
(Y/N)

Manager’s comments Signature

Date

Staff member’s comments Signature

Date

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Appendix 5: Coaching session – Observer’s evaluation

sheet

Coach’s name Phone no.

Observer’s name Phone no.

Assessment site

Coaching date/s Time/s

Employee’s name Phone no.

Satisfactory
Standard of performance
Yes No

Did the coach utilise the GROW model for coaching his or her
employee?

Did the coach identify the performance issue?

Did the coach utilise a number of communication skills to reflect and

clarify the employee’s answers?
● active listening

● clarifying

● summarising

Did the coach ask probing questions?

Did the coach allow the employee time to think before replying to
questions?

Did the coach use body language cues to help put the employee at
ease?

Did the coach acknowledge the employee during the coaching session
using positive feedback?

Did the coach provide constructive feedback to the employee during

the session?

Did the coach provide strategies for continuous improvement for the
employee?

Did the coach identify his or her strengths and weaknesses as a

coach/manager?

Did the coach identify areas for self improvement?

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Comments/feedback to coach

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Appendix 6: Coaching session – Coach’s self-reflection

sheet

Coach’s name Phone no.

Listener’s name Phone no.

Assessment site

Coaching date/s Time/s

Employee’s name Phone no.

Respond to these questions with your feelings and thoughts about coaching. 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.

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What do you think were some of your strengths during the exercise?

What do you think were areas where there was room for improvement?

What kind of strategies can you think of to help improve your coaching skills?

What do you think will be the cost of not implementing new strategies into your role as a
manager?

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What are some valuable skills that you have learned today to help you in your role as
manager/coach?

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