Вы находитесь на странице: 1из 46

BSBHRM512 Develop and manage performance-management processes

Learner Instructions 1
(Develop performance management processes)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

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 need to demonstrate the skills and knowledge required to develop integrated
performance management processes.

Assessment description

In response to a simulated business scenario, you will analyse business and operational
plans and use information from key stakeholders to develop objectives and processes for
performance management. You will then develop plans to implement processes. Finally,
you will provide a written reflection on the activities you undertook to complete the
assessment task.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 1 of 46
BSBHRM512 Develop and manage performance-management processes

Procedure

Part A
1. Review the following scenario:

You are the new HR General Manager at Australian Hardware.


In order to help the organisation realise its strategic goals, you will need to ensure a
coordinated and integrated approach to performance management across the
organisation. You will need to:
● analyse organisational plans and policies

● create objectives for performance management and develop integrated


processes
● consult with line managers and other management stakeholders to ensure
support and smooth implementation
● plan the effective implementation of performance management processes.

In undertaking this activity you will be guided by your knowledge of building


organisational capability and managing talent to achieve both shorter and longer-term
organisational goals.

2. Review the Australian Hardware simulated business information provided in


addition information segment and analyse the organisational documents – such as
strategic and operational plans – in order to understand the Australian Hardware
simulated business, including its vision and strategic objectives. Identify objectives
and policies to be reflected in integrated performance management processes that
you will develop for implementation.
3. Use provided template to develop performance management plan to support the
Australian Hardware organisational strategy. You must develop at least three
objectives for performance management and plan implementation of processes
related to the objectives you have developed. Performance management objectives
could address areas of performance management such as KPI setting, ongoing
performance monitoring and management and performance appraisals.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 2 of 46
BSBHRM512 Develop and manage performance-management processes

Performance management planning

Performance objectives

Performance
management
objectives

Action plan

Action Resources Strategy/tactics Timelines

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 3 of 46
BSBHRM512 Develop and manage performance-management processes

4. Design a process – such as methods, a set of procedures or tools – to assist


managers to develop KPIs for the employees reporting to them. Ensure that the
performance management process is flexible enough to cover the range of
employment situations that exist within the Australian Hardware simulated business.
5. Arrange with your assessor to role-play consultation with two managers to ensure
objectives, and processes for developing KPIs are understood, agreeable and
feasible for managers to implement.
Ensure you act during your consultation in a way designed to ensure support for
your processes. Be prepared to demonstrate your knowledge of the role of HR in
building organisational capability, contributing to the development of a learning
organisation, and achieving organisational success.
Note: As a result of consultation, you may gain support for implementation of the
performance-management processes or you may need to amend your three
objectives and your process – methods, procedures or tools – to meet the needs of
various manager stakeholders. Make sure you obtain approval for the objectives/
implementation plan and your process – methods, procedures or tools before you
implment the system

Part B
1. Prepare a 1–2 page written reflection on the activities you have undertaken during
this Assessment Task to develop performance management processes and plan
implementation. Ensure you explain your planning choices with respect to:
a. relevance to specific organisational goals and the broader role of performance
management in building organisational capability
b. characteristics of learning organisations
c. application of policies to your planning of processes
d. application of grievance procedures to your planning of processes
e. discussion of design options chosen or ruled out to build organisational
capability and meet the needs of the organisation.
2. Submit the required documents for assessment as per the specifications below. Be
sure to keep a copy for your records.

Specifications

You must:
● submit three objectives for performance management

● submit at least one example of a process for KPI setting such as a procedure or tool

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 4 of 46
BSBHRM512 Develop and manage performance-management processes

● participate in role-play/s with two managers

● submit implementation planning for performance management processes

● submit a 1–2 page written reflection of process undertaken to develop and


implement performance management processes.

Your assessor will be looking for:


● analytical skills to ensure processes are practical and gather necessary information

● leadership skills to gain support for performance management processes across the
organisation
● knowledge of characteristics of a learning organisation

● knowledge of equal employment opportunity, privacy and confidentiality, diversity


and anti-discrimination policies and legislation
● knowledge of grievance procedures

● knowledge of options in the design of performance management

● knowledge of role of performance management in relation to broader human


resources and business.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 5 of 46
BSBHRM512 Develop and manage performance-management processes

Learner Instructions 2
(Implement performance management processes)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

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 need to demonstrate the skills and knowledge required to facilitate the
implementation of performance management processes through the delivery of training to
managers.

Assessment description

In response to the Australian Hardware simulated business scenario, you will develop
and implement training for managers who are responsible for performance management.
The training will need to be consistent with processes developed in Assessment Task 1
as well as consistent with Australian Hardware policies and procedures.
You will then answer a series of email questions in order to support a manager through
the process of performance managing an employee.
Finally, you will provide a written reflection to evaluate the effectiveness of the
performance management processes you have developed, trained managers in and
implemented.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 6 of 46
BSBHRM512 Develop and manage performance-management processes

Procedure

Part A
1. Review the Australian Hardware simulated business information provided in the
addition information segment.
2. Review the following scenario:

You are the Human Resources General Manager at Australian Hardware.


You have recently planned the implementation of integrated performance
management processes.
You will now need to plan and deliver manager training to assist managers
to implement performance management.
Your training will need to be consistent with any processes you developed in
Assessment Task 1 as well as being consistent with Australian Hardware
policies and procedures. For example, if you outlined a process of biannual
performance review in Assessment Task 1, your training session should not
present information that is contradictory to the biannual review process.
Manager training is to be implemented nation-wide. As a first step, you will
plan and deliver pilot manager training to the Wollongong managers.
The learners include:
● mangers aged 25–50 years

● managers who like to observe others before doing

● managers who have requested lots of activities.

You will then need to support managers to performance manage employees


in accordance with organisational policies and procedures.
Finally, you will need to continually evaluate the effectiveness of processes
against objectives for performance management.

3. Use the provided table to plan training for Wollongong managers. Remember to
plan objectives for the training and to monitor success against objectives (plan to
conduct some form of test or evaluation of the training). Remember to plan
strategies for winning the support of managers for implementing processes. You will
plan a 20–30 minute session that:
a. briefly outlines the main features of the performance management process,
such as:
i. regular monitoring of performance

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 7 of 46
BSBHRM512 Develop and manage performance-management processes

ii. identification of performance gaps


iii. providing feedback
iv. managing talent
b. focuses on one of these four aspects of the process and give examples,
introduce tools, or demonstrate skills
c. addresses storage of performance management documentation in
accordance with recordkeeping policy
d. allows adequate time for managers to practise and to provide feedback.

Learning and development session plan

Session
objectives

Timeframe Activity Teaching or Tools/resources


assessment strategy or
approach to achieve
session objectives

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 8 of 46
BSBHRM512 Develop and manage performance-management processes

4. Deliver training, making sure to:


a. outline the main features of the performance management process (as listed
in the previous step)
b. meet the needs of your learners
c. present information that is consistent with processes you outlined in
Assessment Task 1 and consistent with Australian Hardware policies and
procedures
d. use a range of facilitation methods to cater for differences in learning style
e. follow the timeframe you outlined in the session plan.

Part B
1. Review the following scenario:

A manager contacts HR with the following enquiry:


Hi
One of my sales staff is consistently late, displays poor attitude and has performed
below agreed level on his last two performance appraisals. The employee does not
agree with the rating I have given him, however.
I have tried clarifying targets and coaching. Nothing seems to work. Maybe I’m just
not delivering feedback in the right way. It’s hard not to be frustrated and I do get
angry sometimes. Actually, I feel let down and hurt because I have tried to develop
the potential I once saw in this employee.
This terrible situation is now affecting team morale.
What should I do next? I think I might need to let the employee go.
Audrey Wu
Housewares Manager, Wollongong

2. Write an email to Audrey Wu, Wollongong’s Housewares Manager to:


a. outline positive approaches to giving feedback and coaching
b. outline appropriate intervention options
c. outline a process for dispute resolution
d. outline the process for terminating the employee in case intervention is
unsuccessful
e. outline the process for recordkeeping to ensure adherence to policies and
legislative requirements.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 9 of 46
BSBHRM512 Develop and manage performance-management processes

Ensure you refer to any relevant policies and legislation, including specific reference
to anti-discrimination, privacy and industrial relations legislation.

Part C
1. Prepare a written reflection in which you evaluate:
a. your performance
b. the effectiveness of existing performance management processes, particularly
in terms of:
i. the level of guidance for dealing with underperforming staff
ii. their ability to help managers achieve the short- and long-term strategic
aims of the organisation.
Remember to evaluate processes in light of your knowledge of the characteristics of
learning organisations and the broader role of HR in achieving business objectives.
2. Submit the required documents for assessment as per the specifications below. Be
sure to keep a copy for your records.

Specifications

You must:
● deliver a simulated training session to managers

● submit a session plan

● submit your email to the Housewares Manager

● submit a written reflection to evaluate own performance and performance


management processes.

Your assessor will be looking for:


● analytical skills to ensure processes are practical and gather necessary information

● communication and conflict-management skills to deal with grievances, disputes


and disagreements
● leadership skills to obtain support and endorsement of the performance
management processes across the organisation
● training, coaching, mentoring and facilitation skills using a range of methods to cater
for differences in learning styles, to ensure managers are competent to manage
performance
● knowledge of characteristics of a learning organisation

● knowledge of equal employment opportunity, privacy and confidentiality, diversity


and anti-discrimination policies and legislation

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 10 of 46
BSBHRM512 Develop and manage performance-management processes

● knowledge of grievance procedures

● knowledge of models for giving feedback and options for skill development

● knowledge of role of performance management in relation to broader human


resources and business.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 11 of 46
BSBHRM512 Develop and manage performance-management processes

Learner Instructions 3
(Coordinate learning and development)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

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 need to demonstrate the skills and knowledge required to coordinate individual or
group learning and development.

Assessment description

In response to a simulated business scenario, you will evaluate the effectiveness of


previous development activities undertaken by an external provider. You will then develop
new learning and development plans and renegotiate with providers to deliver them to an
acceptable level of quality.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 12 of 46
BSBHRM512 Develop and manage performance-management processes

Procedure

1. Review the following scenario:

You are the Human Resources General Manager at Australian Hardware.


Three months of pilot training has been delivered by an external training provider to sales
staff, and you are reviewing the effectiveness of the training that has been provided so
far. Data gathered so far indicates the training is failing to meet targets.
You will need to develop strategies and a training schedule to ensure that the provider,
Train Your Way Up, delivers effective training. You will also need to renegotiate the
implementation of training with Train Your Way Up.
Consider the following training requirements agreed to by senior management team and
HR at Australian Hardware.
● 4,000 sales staff to be trained, including the following characteristics:

○ an average of seven sales people per product team


○ four product teams per store
○ 138 stores
● 30 trainers required

● only one person from each team may be trained at any one time

● sessions require one day face-to-face training

● staff need to be completely up-skilled and performing to targets within six months.

First, however, you will need to prepare a report for the senior management team to
explain the results and your planned actions, one of which is to ensure line managers
participate in regular monitoring and support of employees to apply sales training on the
job.

2. Review performance data provided in the addition information segment .


3. Prepare a 1–2 page report for the senior management team detailing:
a. training outcomes
b. your interpretation of the performance data
c. interventions you will undertake to rectify issues
Support your planned interventions with reference to Australian Hardware as a
learning organisation and addressing performance gaps to achieve specific
organisational objectives and broader long-term goals.
4. Using the table below, develop a training strategy and schedule to be used by Train
Your Way Up to deliver future training. Take particular care to include activity/ies to

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 13 of 46
BSBHRM512 Develop and manage performance-management processes

ensure that line managers monitor the employee’s application of sales training.
Prepare to discuss strategies in negotiations with training supplier in order to
incorporate these into a revised agreement.

Training strategy and schedule

Training
objectives

Actions

Timeframe Activity: Teaching or Resources:


(training/assessment, assessment strategy
Trainer
coaching or other or approach to
(number 1–30)
support, monitoring) achieve training
objectives Managers

5. Arrange with your assessor to renegotiate service agreement with training supplier.
6. Renegotiate training agreement with training supplier. Using the previously
negotiated agreement provided in additional information segment and your planned
TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 14 of 46
BSBHRM512 Develop and manage performance-management processes

training strategy and schedule (which you completed earlier) as a basis, renegotiate
the agreement with the supplier.
Ensure you modify the agreement and include a schedule for monitoring against
objectives.
7. Consider the following negotiation information:

As an opening position, you would like Train Your Way Up (TYWU) to


take complete responsibility for the effectiveness of the training. You
would like TYWU to incorporate your strategies, revised training
schedule and monitoring schedule into the new agreement. You would
like TYWU to pay a penalty of $100,000 (5% of the total $2 million fee)
to offset costs that will be incurred by Australian Hardware as a result of
the underperformance of the training program to-date.
You are willing, however, to offer an additional bonus payment of
$200,000 upon successful implementation of your significant
improvements to the program. Your bottom line is that this extra money
(and an additional $300,000) is considered at risk if TYWU fails to meet
mutually agreed targets. Such targets must include:
● completion of training of 4,000 employees

● simulated AND actual on-the-job demonstration of relevant skills


as part of training assessment for all employees (an audit of
training and assessment records will provide adequate proof, and
line manager third-party reports will provide adequate proof).

You would like to ensure more regular reporting of progress and


involvement of line managers in monitoring and support.

8. Submit the required documents for assessment as per the specifications below. Be
sure to keep a copy for your records.

Specifications

You must:
● submit 1–2 page evaluation report on the training outcomes for senior management

● participate in a renegotiation role-play

● submit a training strategy and schedule including a monitoring schedule

● submit a modified service agreement.

Your assessor will be looking for:

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 15 of 46
BSBHRM512 Develop and manage performance-management processes

● communication and conflict-management skills to deal with disputes and


disagreements
● knowledge of characteristics of a learning organisation

● knowledge of role of performance management in relation to broader human


resources and business.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 16 of 46
BSBHRM512 Develop and manage performance-management processes

Additional Information: Australian Hardware


simulated business

Business Plan Excerpt

The Business

Business name: Australian Hardware Ltd


ABN: 4000000000
Business location: Australian Hardware is headquartered in Sydney, NSW. The
business owns and operates 138 stores throughout Australia.
Date established: 26 January 1921.
Ownership and governance: The Greenwright family retains a controlling interest in
Australian Hardware. Holden Greenwright serves as both chair of the board of directors
and CEO.
Products/services: Australian Hardware supplies hardware and home improvement
products and provides expert advice and service.

The Market

Target market: The market has been divided into three target markets or segments:
home improvers; DYIs; tradespeople.
Marketing strategy: Australian Hardware takes a two-pronged strategic approach
characterised by product and service differentiation along with select targeted marketing
activities.

The Future

Vision statement: within five years, Australian Hardware will lead the hardware and
home-improvement market in Australia.
Strategic directions: The Australian Hardware strategic directions are:
● increase sales revenue and gross profit

● maintain or increase market share

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 17 of 46
BSBHRM512 Develop and manage performance-management processes

● control direct and indirect operational costs

● maintain superior product and service quality standards

● establish Australian Hardware’s reputation as a socially and environmentally


responsible company.

Key Personnel

Current staff

Position Name

Chief Executive Officer (CEO) Holden Greenwright

Chief Financial Officer (CFO) David Mifsud

Chief Operating Officer (COO) Mary Chu

Marketing General Manager Elizabeth Madden

Human Resources General Manager Susan Black

Store General Managers x 138

Required staff

Job Title Quantity Expected Skills/experience necessary


staff
turnover

Store General 3 3%/year Five years management


Manager experience running SME
(small–medium enterprise).

Timber Manager 3 5%/year Trade-specific skills/knowledge.


Leadership skills.

Plumbing and 3 5%/year Trade-specific skills/knowledge.


Electrical
Leadership skills.
Products Manager

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 18 of 46
BSBHRM512 Develop and manage performance-management processes

Job Title Quantity Expected Skills/experience necessary


staff
turnover

Garden Products 3 5%/year Trade-specific skills/knowledge.


Manager
Leadership skills.

Hardware and 3 5%/year Trade-specific skills/knowledge.


Home Products
Leadership skills.
Manager

General Store 3 5%/year Trade-specific skills/knowledge.


Operations
Leadership skills.
Manager

Sales Consultants TBC 20%/year Product/trade-specific skill sets.


Sales training.

Cashiers TBC 30%/year Some sales experience.

Admin and office TBC 10%/year Various accounting/clerical skill


staff sets.

Recruitment options

Australian Hardware will deploy targeted advertising in trade magazines and online using
organisations such as Seek.com.
Australian Hardware will undertake an investigation of competitor wages and seek to
match or better.

Training programs

Australian Hardware will offer a range of ongoing training options to meet business
requirements and develop staff skills in the following areas:
● sales training ● community sensitivity training

● technical training in product areas ● health and safety training

● managerial and leadership training ● support or subsidies for external


training, including TAFE and tertiary
● environmental training
education.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 19 of 46
BSBHRM512 Develop and manage performance-management processes

Skill retention strategies

Australian Hardware will focus on training and development opportunities for existing
staff.
Performance management will focus on individually tailored development goals in line
with business expectations.
Australian Hardware will undertake investigation of competitor wages and seek to match
or better if viable from a budgetary perspective.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 20 of 46
BSBHRM512 Develop and manage performance-management processes

Board of
Directors

CEO

Human
CFO COO Marketing Resources

Store Managers
x138

Plumbing and Garden Hardware and General


Timber
Electrical Products Home Products Operations
Manager
Manager Manager Manager Manager

Sales Sales Sales Sales General Sales Checkout Administration Staff and
Consultant Consultant Consultant Consultant Assistants Staff HR officers

TAD32A BSBHRM512

Version: 2.1
Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 21 of 46
BSBHRM512 Develop and manage performance-management processes

Operational Plan

Business locations

Australian Hardware stores are located around Australia in the major cities and in the
larger regional centres. In areas experiencing growth in population and significant
growth in residential building, the demand for products sold by Australian Hardware is
considered likely to grow. These areas are targeted by Australian Hardware for either
expansion of any existing stores or the building of a new store if none exists.

Process

National marketing campaigns, warehouse look and feel, marketing mix, policy,
preferred suppliers and strategic directions are set by the board of directors and
senior management.
Strategic directions set at the national level cascade to individual warehouses and
are reinterpreted by general managers to match local conditions at the store level. All
staff KPIs and targets for performance management reflect national and store
strategic directions.
Each Australian Hardware store is run in most operational respects as an
independent business. Each store generally buys stock from approved suppliers;
however, where appropriate, store general managers have discretion to buy products
to suit local market conditions. Store general managers hire and train local staff and
have wide discretion to participate in community events and sponsorships.

Suppliers

Current Australian Hardware preferred suppliers are:


● Ace Consultants ● Australian Plumbing Supplies

● Action Marketing ● CoffeeVille

● Australian Garden Furniture and ● National Homewares


Nursery
● Train Your Way Up
● Australian Timber Yards

Australian Hardware will endeavour to maintain good relations with suppliers through
regular owner-level contacts as required. Australian Hardware suppliers provide
credit terms of 30 days, to which Australian Hardware will strictly adhere.
TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 22 of
46
BSBHRM512 Develop and manage performance-management processes
In addition to maintaining good relations with current suppliers, Australian Hardware
will continue to identify new sources of products that will appeal to the evolving needs
of targeted segments.
All suppliers to Australian Hardware are subject to regular audit by quality assurance
staff to ensure that they meet the standards outlined.
These standards include:
● financial viability

● control and continual improvement of processes to restrain costs

● a well-documented and traceable quality system

● respect for the environment

● responsible control of remuneration for own employees and any sub-contractor


employees.

Products and services

Product/ Description Average


service Price/unit

Timber A range of grades of timber for home or industrial $25


use. For consumers and trades. Discount options
for tradespeople.

Hardware A range of fittings, fixtures, etc. for consumers and $10


trades. Discount options for tradespeople.

Tools A range of high quality Australian-made and $30


imported tools.

Paint All major brands. For consumers and trades. $30


Discount options for tradespeople.

Housewares Major Australian and international brands. Product $50


line reviewed frequently. For consumers and trades.
Discount options for tradespeople.

Outdoor Major Australian and international brands. Product $100


line reviewed frequently.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 23 of
46
BSBHRM512 Develop and manage performance-management processes
Product/ Description Average
service Price/unit

Garden Seasonal plants and landscaping materials. For $25


consumers and trades. Discount options for
tradespeople.

Trading hours

Australian Hardware trades 7 days a week, 6 am to 8 pm.


Australian Hardware is closed on public holidays.

Communication channels

Customers are encouraged to contact us through email or Facebook. A telephone


number is provided on our website.

Payment types accepted

Australian Hardware accepts cash and all major credit cards and debit cards.
EFTPOS is available in all warehouses.

Credit policy

Australian Hardware has 30 day credit terms for approved tradespeople.

Memberships and affiliations

Australian Hardware is a member of the following organisations:


● Hardware Industry Working Group (HIWG)

● The Hardware Association of New South Wales (HANSW)

● The Housing Industry Association (HIA)

● The Master Builders Association (MBA).

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 24 of
46
BSBHRM512 Develop and manage performance-management processes

Policies and Procedures

Anti-discrimination Policy

Purpose The purpose of this policy is to ensure transactions with


customers of Australian Hardware and other employees are
handled fairly and transparently and in accordance with
organisational and legal requirements. Generally it is unlawful
to discriminate on the basis of the following 16 characteristics:
● sex ● political belief or activity

● relationship status ● trade union activity

● pregnancy ● lawful sexual activity

● parental status ● gender identity

● breastfeeding ● sexuality

● age ● family responsibilities

● race ● association with, or relation


to, a person identified on
● impairment
the basis of the above.
● religious belief or
religious activity
Scope The scope of this policy covers all employees and contractors
of Australian Hardware.
Responsibility Responsibility for the implementation of this policy rests with all
employees, contractors and management of Australian
Hardware.
Relevant ● Privacy Act 1988 (Cwlth)
legislation
● Anti-discrimination Act 1977 (NSW)

● Age Discrimination Act 2004 (Cwlth)

● Australian Human Rights Commission Act 1986 (Cwlth)

● Disability Discrimination Act 1992 (Cwlth)

● Racial Discrimination Act 1975 (Cwlth)

● Sex Discrimination Act 1984 (Cwlth).


Updated/ 09/2013 – Mary Chu (COO)
authorised

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 25 of
46
BSBHRM512 Develop and manage performance-management processes
Reasonable adjustments
Reasonable adjustments are changes that allow people with a disability to work
safely and productively.
Australian Hardware will make reasonable adjustments for a person with a disability
who both:
● applies for a job, is offered employment, or is an employee

● requires the adjustments in order to participate in the recruitment process or


perform the genuine and reasonable requirements of the job.

Examples of reasonable adjustments can include:


● reviewing and, if necessary, adjusting the performance requirements of the job

● arranging flexibility in work hours

● providing telephone typewriter (TTY) phone access for employees with hearing
or speech impairments
● purchasing screen reading software for employees with a vision impairment

● approving more regular breaks for people with chronic pain or fatigue

● buying desks with adjustable heights for people using a wheelchair.

When thinking about reasonable adjustments Australian Hardware will weigh up the
need for change with the expense or effort involved in making it. If making the
adjustment means a very high cost or great disruption to the workplace, it is not likely
to be reasonable.
In some cases Australian Hardware can discriminate on the basis of disability, if
either:
● the adjustments needed are not reasonable

● the person with the disability could not perform the genuine and reasonable
requirements of the job even if the adjustments were made.

Procedure: To make a complaint


If you believe you are being, or have been, discriminated against, sexually harassed
or bullied, you should follow this procedure.
1. Tell the offender the behaviour is offensive, unwelcome, and against business
policy and should stop (only if you feel comfortable enough to approach them
directly, otherwise speak to your manager or supervisor). Keep a written record
of the incident/s.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 26 of
46
BSBHRM512 Develop and manage performance-management processes
2. If the unwelcome behaviour continues, contact your supervisor or manager for
support.
3. If this is inappropriate, you feel uncomfortable, or the behaviour persists,
contact another relevant senior manager. Employees may also lodge a
complaint with the Australian Human Rights Commission, or the Fair Work
Ombudsman.

Employees should feel confident that any complaint they make is to be treated as
confidential as far as possible.

Procedure: To receive a complaint


When a manager receives a complaint or becomes aware of an incident that may
contravene Australian Hardware equal employment opportunity (EEO) policies, then
they should follow this procedure.
1. Listen to the complaint seriously and treat the complaint confidentially. Allow
the complainant to bring another person to the interview if they choose to.
2. Ask the complainant for the full story, including what happened, step by step.
3. Take notes, using the complainant’s own words.
4. Ask the complainant to check your notes to ensure your record of the
conversation is accurate.
5. Explain and agree on the next action with the complainant.
6. If investigation is not requested (and the manager is satisfied that the conduct
complained is not in breach of Australian Hardware EEO policies) then the
manager should:
○ act promptly
○ maintain confidentiality
○ pass any notes on to the other managing staff.

If an investigation is requested or is appropriate, follow the next procedure.

Procedure: To investigate a complaint


When a manager investigates a complaint, they should follow this procedure.
1. Do not assume guilt or innocence.
2. Advise the alleged harasser about the potential outcomes of the investigation if
the allegations are substantiated.
3. Interview all directly concerned, separately.
TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 27 of
46
BSBHRM512 Develop and manage performance-management processes
4. Interview witnesses, separately.
5. Keep records of interviews and the investigation.
6. Interview the alleged harasser, separately and confidentially and let the alleged
harasser know exactly what they are being accused of. Give them a chance to
respond to the accusation. Make it clear they do not have to answer any
questions; however, the manager will still make a decision regardless.
7. Listen carefully and record details.
8. Ensure confidentiality; minimise disclosure.
9. Decide on appropriate action based on investigation and evidence collected.
10. Check to ensure that the action meets the needs of the complainant and
Australian Hardware.
11. If resolution is not immediately possible, refer the complainant to more senior
management. If the resolution needs a more senior manager’s authority, refer
the complainant to this manager.
12. Discuss any outcomes affecting the complainant with them to make sure you
meet their needs where appropriate.

Possible outcomes
Following the investigation, if management finds the complaint is justified, then
management will discuss with appropriate outcomes with the complainant which may
include:
● disciplinary action to be taken against the perpetrator (counselling, warning or
dismissal)
● staff training

● additional training for the perpetrator or all staff, as appropriate

● counselling for the complainant

● an apology (the particulars of such an apology to be agreed between all


involved).

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 28 of
46
BSBHRM512 Develop and manage performance-management processes
Remuneration and Performance Appraisal Policy

Purpose This policy establishes the framework and guidelines to be


used by Australian Hardware in determining remuneration
arrangements for its employees and to assist staff in
understanding the organisation’s position on staff
remuneration.
The purpose of the policy is to:
● attract and retain employees of the required quality

● ensure that staff are appropriately compensated for the


services they provide to the organisation
● ensure that remuneration levels are competitive with the
external market
● encourage and motivate staff to achieve the
organisation’s strategic business objectives
● promote and reinforce the organisation’s key values and
appropriate employee behaviours
● ensure a level of equity, consistency and transparency in
employee remuneration.
Scope The staff remuneration policy covers all employees at all levels
of the organisation.
Responsibility Responsibility for the implementation of this policy rests with
human resources staff and relevant managers of hiring
departments.
Relevant ● Fair Work Act 2009 (Cwlth)
legislation
● Privacy Act 1988 (Cwlth)

● Anti-discrimination Act 1977 (NSW)


Updated/ 09/2013 – Mary Chu (COO)
authorised

Definitions
Remuneration will comprise base salary, an ‘at risk’ performance pay component,
employer guarantee superannuation, and motor vehicle allowance where this is
included in an employee’s employment package. The total of these components
make up the employee’s remuneration package.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 29 of
46
BSBHRM512 Develop and manage performance-management processes
Underlying modern award
Staff covered by the relevant underlying modern award, will be paid no less than the
rate of pay set out in that award for the relevant position.

Determining base salary levels


Base salary levels will be determined by job evaluation. Job evaluation is the
evaluation of the position based on the information in the relevant position
description, in terms of the level of required skills, competencies and knowledge, and
criteria such as the level and impact of decision-making and authority to act.
Job evaluation will be carried out by the relevant store manager.
The underlying principles of job evaluation include:
● salary levels will be paid no less than the rate of pay set out in the relevant
underlying award
● salary levels are to be benchmarked on an annual basis (as part of the annual
budgeting process) against the external market using salary surveys to
establish competitiveness with similar positions in the external market
● if the job changes as determined by a job evaluation, the base level
remuneration should be altered to reflect the change in the employee’s role and
responsibilities
● decisions on broad salary increases (those that apply to all employees), such
as CPI or cost-of-living based increases will be made on an annual basis in
consultation with partners
● staff will have the opportunity to raise remuneration issues at six-monthly
performance review meetings with their manager.

Staff performance plans


Staff will be provided with individual performance plans/workplans for the subsequent
financial year. For new employees, a performance plan will be provided at the end of
the probation period (first three months of employment). In further years, workplans
are agreed upon after the July/August performance review has been conducted.
The performance plans/workplans set out the contribution expected of the role in
supporting the achievement of the organisation’s strategic plans and objectives: the
actions or activities required to achieve those objectives; and the criteria or standards
used to assess the achievement of the objectives. In addition to business plans
outcomes, the workplans will include specific project and personal development
goals.
For sales staff, the performance plans will detail the sales targets for the period.
TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 30 of
46
BSBHRM512 Develop and manage performance-management processes
Performance appraisals
Performance appraisals will be conducted on a six-monthly (biannual) basis: in late
July/early August, and in late January/early February. Further information on
performance appraisals can be found in the next policy: Performance Management
Policy.
The outcomes of this review will be the finalisation of the performance outcomes for
the previous financial year period ending June. This review will also include
discussion and sign-off of the performance plan for the coming financial year
commencing July 1.
The January/February review is to assess progress towards the achievement of the
employee’s performance plan targets.
The appraisals also provide a formal avenue for employees and their
managers/supervisors to discuss issues relating to or affecting the employee’s job
performance and to discuss and clarify the manager’s/supervisor’s expectations of
the employee and vice versa. It is also an opportunity to discuss remuneration and
employee training and development needs and opportunities.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 31 of
46
BSBHRM512 Develop and manage performance-management processes
Performance Management Policy

Purpose The development and progress of individual employees is


fundamental to Australian Hardware’s future performance. In
addition to providing the opportunities for professional
development, Australian Hardware aims to help individuals by
monitoring and supporting them in their personal growth and
development.
The aims of this policy are to ensure:
● employee development opportunities are recognised and
implemented efficiently and effectively
● consistent employee development practices and
principles are applied across the organisation
● employees are developed systematically on the basis of
defined needs and that development undetaken is cost-
effective and meets agreed standards.
Scope The scope of this policy covers the performance management
process by employees and contractors of Australian Hardware.
Responsibility Responsibility for the implementation of this policy rests with
managers of employees at Australian Hardware. Further
information on roles and responsibilities is discussed within this
policy.
Relevant This policy is guided by the procedures set by industrial law,
legislation awards and employment agreements that apply to Australian
Hardware. Among others they include:
● Privacy Act 1988 (Cwlth)

● Anti-discrimination Act 1977 (NSW)

● Fair Work Act 2009 (Cwlth).


Updated/ 09/2013 – Mary Chu (COO)
authorised

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 32 of
46
BSBHRM512 Develop and manage performance-management processes
Roles and responsibilities
Managers will:
● carry out biannual formal performance review discussions

● monitor individual performance throughout the year, recording key events,


observations of importance which relate to the performance, both positive and
negative
● refer to the performance management guidelines when carrying out tasks
related to performance management
● use the performance management documentation to record formal and informal
performance reviews
● provide employees with the opportunity to participate and contribute to their
professional and personal development
● provide employees with access to training and development, as reflected in the
individual’s development plan
● provide employees with coaching throughout the review period

● allow employees to communicate their career development goals

● ensure employees complete their responsibilities in accordance with the


performance management policy and process.
Employees will:
● participate in the formal review discussions openly and honestly

● complete their personal assessment and provide it to the manager as


requested
● contribute their thoughts on both positive and negative performance as
assessed by their manager
● participate in identified training and development plans as agreed with their
manager
● provide information and documentation as requested by their manager relating
to their performance and activities throughout the assessment period.

To conduct performance review


The employee’s performance will be monitored and evaluated regularly throughout
the year. The performance review encompasses three elements:
● an annual formal review discussion

● a six month follow-up discussion

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 33 of
46
BSBHRM512 Develop and manage performance-management processes
● continuous monitoring of the employee’s performance.

1. Annual discussion
The annual discussion is a key step in the performance review process. Essentially,
this step involves compiling all the information collected and assessed throughout the
year relating to the employee’s performance. However, there should be no surprises
in this discussion; it is merely a summary and review of the informal and formal
reviews conducted throughout the year.
The key elements of the annual discussion are to:
● reflect on performance during the year

● clarify key responsibilities of the role and review the job description

● discuss successes as well as areas for improvement

● set agreed targets and performance standards for the next six months

● agree on key areas of development for effective performance in the role.

2. Documentation
The performance review documentation is important for recording the standards,
targets and development plans that are agreed upon during the performance review
process. It is important to use the correct forms to maintain the integrity of the
information, and to help the manager and employee ensure that the review is
completed correctly.

3. Timing
Employee performance is to be formally reviewed every 12 months with a follow-up
review six months into the financial year. A new plan should be completed at each
annual appraisal discussion.

4. Six month follow-up discussion


The follow-up review provides an opportunity for managers and employees to re-visit
targets, standards and development plans to:
● establish that progress is on track

● identify changes impacting on the achievement of targets and standards

● discuss development plan progress or establish development plan

● modify standards and targets, if required.

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 34 of
46
BSBHRM512 Develop and manage performance-management processes
Flow chart of the performance review process

TAD32A BSBHRM512

Version: 2.1

Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 35 of
46
BSBHRM512 Develop and manage performance-management processes

Performance management plan template

Name and position:

Manager: Review period:


Reference from operational Key result area Indicator of success/ By when Status report
plan performance

Achievements: Areas of Opportunity:

Manager’s comments:

Signature: Date:

TAD32A BSBHRM512

Version: 2.1
Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 36 of 46
BSBHRM512 Develop and manage performance-management processes
Staff member’s comments:

Signature: Date:

TAD32A BSBHRM512

Version: 2.1
Implemented: November 2018

To be reviewed: November 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 37 of 46
BSBHRM512 Develop and manage performance-management processes

Disciplinary Policy

Purpose The purpose of this policy is to outline Australian Hardware’s


approach to disciplinary action in cases of underperformance
or misconduct.
Where warranted, Australian Hardware will use improvement
processes to improve performance. Should such improvement
processes be unsuccessful in improving an employee’s
performance, Australian Hardware may decide to end an
employee’s employment. Depending on the circumstances,
performance improvement action may include verbal or written
warnings, counselling or re-training.
Australian Hardware requires a minimum standard of conduct
and performance which will be made clear to employees at
induction and in performance reviews. If an employee does not
meet this standard, Australian Hardware will take appropriate
corrective action, such as training. Formal performance
improvement procedures will generally only start when other
corrective action fails.
If an employee deliberately breaches business policy or
procedure, or engages in misconduct, Australian Hardware
may start improvement procedures, or, in cases of serious
misconduct or breach of policy, may dismiss an employee.
Each employee must understand their responsibilities, be
counselled and given the opportunity to reach the standards
expected of them. Australian Hardware will give an employee
the opportunity to defend themselves before management
takes further action.
Scope The scope of this policy covers the performance management
process by employees and contractors of Australian Hardware.
Responsibility Responsibility for the implementation of this policy rests with
managers of employees at Australian Hardware. Further
information on roles and responsibilities is discussed within this
policy.

TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 38 of 46
BSBHRM512 Develop and manage performance-management processes

Relevant This policy is guided by the procedures set by industrial law,


legislation awards and employment agreements that apply to Australian
Hardware. Among others they include:
● Privacy Act 1988 (Cwlth)

● Anti-discrimination Act 1977 (NSW)

● Fair Work Act 2009 (Cwlth).


Updated/ 09/2013 – Mary Chu (COO)
authorised

Procedure
1. Australian Hardware will advise the employee of any shortfall in their
performance. The manager will advise the employee in clear terms what they
see as the performance problem or the unacceptable conduct. To highlight the
deficiency the manager should use specific examples, and refer to the correct
policy or procedure. The employee should be given an opportunity to respond.
2. Once the employee has responded, the manager will consider their response
and decide if performance improvement action should be taken. Australian
Hardware will provide support such as training where appropriate.
3. If the employee is given a verbal warning, the manager should make a note of
it, date it and sign it.
4. The manager will allow the employee to respond before making a decision and
consider the employee’s responses. The manager should determine whether
the issue requires a written warning or a performance management meeting.
The employee may have a support person present at such meetings.
5. If a written warning is to follow, the manager is to:
○ document it and give the employee a copy
○ give the employee the opportunity (and their support person the
opportunity) to sign the warning
○ keep a copy on file.
6. The warning (written or discussed in a meeting) must clearly define:
○ the deficiency
○ a clear explanation of the expected standard
○ by when the employee needs to achieve the standard
○ how the business will help the employee achieve the improvement
required
TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 39 of 46
BSBHRM512 Develop and manage performance-management processes

○ consequences of failing to improve.


7. The manager concerned will keep a record of all meetings, training and/or
coaching given and a summary of discussions, and put a copy on the
employee’s personnel file. This should include date, location and time of
discussion.
8. They will continue to support the employee and note the support they give, for
example, training or counselling.
9. If the employee’s performance or conduct doesn’t improve, the manager will
give the employee a final written warning and follow steps 4–10 above. This
document needs to warn the employee, in clear terms, that Australian
Hardware will terminate their employment if there is not enough (sustained)
improvement in their performance.

Note: some circumstances justify going straight to a second or final warning.

Serious misconduct
Summary (instant) dismissal for gross or very serious misconduct may be necessary,
depending on the circumstances. Management should seek advice before taking this
step.

Allegation of serious misconduct – procedure


1. The manager is to investigate the alleged offence thoroughly, including talking
to witnesses, if any.
2. The manager should ask the employee for their response to the allegation
(taking notes of this discussion) and allow them to have representation. The
manager should also have a witness present. The manager shall give genuine
consideration to the employee’s response and circumstances.
3. If still appropriate, following a thorough investigation, the manager can
terminate/dismiss the employee.
4. The manager should keep a file of all evidence collected and action taken in
these circumstances.
5. Australian Hardware will send the employee a letter of termination noting brief
details.

Updated/ 09/2013 – Lynn Lee (Finance Manager Wollongong)


authorised

TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 40 of 46
BSBHRM512 Develop and manage performance-management processes

Grievance Policy

Australian Hardware supports the right of every employee to lodge a grievance with
their manager if they believe a decision, behaviour or action affecting their
employment is unfair. An employee may raise a grievance about any performance
improvement action taken against them.
Where a grievance may contravene Australian Hardware’s equal employment and
opportunity (EEO) policy or where the grievance constitutes bullying, discrimination or
harassment, the grievance should be resolved in accordance with the procedures
outlined in the Anti-discrimination policy.
We aim to resolve problems and grievances promptly and as close to the source as
possible. When necessary, Australian Hardware will escalate a grievance to the next
higher level of authority for more discussion and resolution, and continue escalating it
to the level above until it is resolved.
Managers will do their utmost to action grievances objectively, discreetly and
promptly. Be aware that grievances that are misconceived, vexatious, and lacking
substance may result in disciplinary action being taken against the employee lodging
the grievance.

Procedure
1. The employee should try to resolve the grievance as close to the source as
possible. This can be informal and verbal. At this stage, every possible effort
should be made to settle a grievance before the formal grievance process
starts. If the matter still can’t be resolved, the process continues and becomes
formal.
2. To start the formal grievance, the complainants must fully describe their
grievance in writing, with dates and locations wherever possible and how they
have already tried to settle the grievance.
3. The person/s against whom the grievance/complaint is made should be given
the full details of the allegation/s against them. They should have the
opportunity and a reasonable time to respond in writing before the process
continues.
4. A manager should have a discussion with both parties in an effort to resolve the
grievance at the workplace level.
5. If the grievance still can’t be resolved, refer the matter to the most senior
manager for consideration and a final decision. A grievance taken to this level
must be in writing from the employee.

TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 41 of 46
BSBHRM512 Develop and manage performance-management processes

Should the issue recur, a review may be undertaken at any stage thereafter by the
most senior manager or owner. Further reviews may be held if required.

Performance data

Summary of initial training outcomes

Description Outcome Target

Number of employees trained 367 4,000


in new sales model
Number of employees trained 270 4,000
in sustainability practices
Average assessment score of 90% 80%
trainees completing the
training
Manager observation of Randomised observations show that 80%
trainees’ skills on-the-job (use 45% of trainees apply some features
of the new sales model; of the sales model they were trained in
knowledge of sustainability and there is some use or mention of
practices) sustainability practices
Revenue per trained $20,000 $35,000
salesperson/month
Customer awareness of 68% of customers are aware of 95%
sustainability practices sustainability practices aware
Customer experience 67% of customers report being 95%
satisfaction ratings satisfied with their Australian Hardware satisfied
shopping experience

Interviews with employees and level 1 feedback


Interviews with sales employees immediately after training found that sales
employees:
● reported that they enjoyed training very much

● had thought the training and assessment would be much more difficult than it
turned out to be
● found the ten question multiple choice assessment easy and convenient

● are not sure if they would be able to apply knowledge in face-to-face dealings
with customer.

TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 42 of 46
BSBHRM512 Develop and manage performance-management processes

Interviews with managers


Interviews with line managers yielded the following general observations:
● Employees displayed initial enthusiasm after the training

● Employees are generally unable to transfer learning to actual interaction with


customers, for example:
○ sales staff do not mention sustainability as important differentiator for
Australian Hardware
○ sales staff do not follow sales model and forget to ask customers about
their specific needs and possible future needs.

Service agreement

1. Service Agreement
Service Agreement dated: 3 January 2014

Between
Train Your Way Up
Service Agreement Sponsor – Director of studies for Train Your Way Up, Jan Powers

And
Australian Hardware Human Resources
Service Agreement Sponsor – Susan Black, Human Resources General Manager

2. Scope of services
Sales training to upskill sales staff in the new sales model:
1. Greet the customer.
2. Proactively ask questions to identify the customer’s needs.
3. Present possible solutions and discuss sustainable or environmentally friendly
options where relevant.
4. Close sale and facilitate transaction.
5. Follow up to maintain customer relationship, gather feedback and lay
foundation for repeat business.

Service specifications
The table below describes the services to be provided under this Services
Agreement.
TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 43 of 46
BSBHRM512 Develop and manage performance-management processes

Service Scope

Sales model training 4,000 employees

Training on sustainability policy and 4,000 employees


relevant products

3. Fees and payment terms


The schedule below details the fees and payment terms for the services provided
under this agreement.

Service Fee Payment term

Total costs of training $2,000,000 Paid on completion of


delivery training by the fourth
quarter of FY 2014–15

4. Service level targets


Services provided under this agreement will be measured against the following
performance standards and timeframes.

Service Performance standard and timeframe

Sales model training 4,000 employees by the end of the


fourth quarter of FY 2014–15

Training on sustainability policy and 4,000 employees by the end of the


relevant products fourth quarter of FY 2014–15

Average assessment score 80%

5. Monitoring and reporting


Services will monitored according to the following reporting schedule.

Service Report Timing

Sales model training Summary of training Completed by the end of


completion the fourth quarter of FY
2014–15

TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 44 of 46
BSBHRM512 Develop and manage performance-management processes

Training on sustainability Summary of training Completed by the end of


policy and relevant completion the fourth quarter of FY
products 2014–15

Average assessment Assessment records Completed by the end of


score the fourth quarter of FY
2014–15

6. Dispute resolution
In the event that either party needs to raise a dispute the following process must be
followed:

Issue identified

Service Agreement Sponsor from both parties


to be notified of issue

Service Agreement Sponsor from both parties to


discuss issue and agree resolution

In the event that Service Agreement Sponsors


cannot agree on a resolution the issue is to be
escalated to mediation

7. Signatures
I agree to the terms and conditions of this agreement.

Signed for and on behalf of Australian hardware HR

Australian Hardware, HR general S Black


manager

In the presence of witness David Ouspensky

TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 45 of 46
BSBHRM512 Develop and manage performance-management processes

Signed for and on behalf of Train Your Way Up

Train Your Way Up, Director of Training Jan Powers

In the presence of witness David Ouspensky

TAD32 BSBHRM512

Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 46 of 46