ASSESSMENT COVER SHEET
QUALIFICATION: Diploma of Business/ Diploma of Management
UNITS: BSBMGT502B- Manage People Performance
Candidates: Submit this entire document
CANDIDATE to complete this section
Name:
Student ID:
Email address:
Trainer name: KERRIE BUTLER
Date submitted:
Date resubmitted (1) Date resubmitted (2) IF ASSESSMENT TAKEN HOME BY STUDENT FOR CORRECTIONS:
I confirm that I am taking the marked assessment home to make corrections. In case the assessment is misplaced or lost, I understand that it is my responsibility to resubmit the assessment again. Signature:
Date
Candidate declaration—By signing below, I declare that:
? no part of this assessment has been copied from another person’s work with the exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person. I understand and accept the assessment for the unit/s.
Signed: _ Date: _
ASSESSOR to complete this section
RESULT IN EACH ASSESSMENT ITEM Comments
Satisfactory Unsatisfactory Did not submit
Assessment 1
Assessment 2: Part A
Assessment 2: Part B
PRACTICAL
Assessment 2: Part C
ASSESSOR to complete this section
Name of assessor:
Date portfolio review completed:
Overall Results Competent Not Yet Competent
Assessor signature
(This section must be completed by the Assessor)

Oral testing (if applicable)
Assessors may ask the candidate oral questions to gather further supporting evidence, where written evidence is deemed to be incomplete or insufficient.
Comments:

ASSESSMENT GUIDELINES FOR STUDENTS
• You need to achieve a ‘Competent’ grade in ALL the assessments items to be granted a ‘Competent’ grade in the unit.
• In case you are not able to achieve a ‘Competent’ grade in any assessment task, you will be given three (3) attempts to resubmit your assessment. Your trainer will be available to assist you in any areas of difficulty. Please discuss the assessment with your trainer to seek advice on how you can achieve competency in the unit.
• Where relevant, oral questions may be asked to gather more information on your knowledge, skills and competence in the unit.
• A holistic approach is used to assess your skills relevant to this qualification. The skills are assessed across the different units offered within this qualification. Where a skill relevant to this unit is not assessed within this assessment pack, please note that the skill will be assessed in another unit.
• This unit contains a practical assessment that must be signed off by your trainer to be able to gain competency.
Assessment 1
Knowledge Questions
Please complete the questions below (approximately 50 words each)
1. What is Performance?
2. KPI analysis
You are a manager of a new call centre team. Design three Key Performance Indicators (KPIs) that individual team members must meet or exceed on a monthly basis.
The call centre has 30 full time and 30 part time call centre consultants. The consultants are there to take calls from motorists whose vehicles have broken down. Consultants are the first voice that motorists hear before their request is passed onto roadside patrol that travels out to solve the problem of a broken down car.
Consultants must answer any phone call within 4 seconds of the phone ringing. Consultants must correctly identify the caller (Name, address, date of birth and password) before they can respond to any requests. Length of calls must be no longer than 3 minutes. Consultants must clarify all information given to them before proceeding to send customer request to Roadside Operators.
3. You have designed three Key Performance Indicators (KPIs) that the new team must meet or exceed on a monthly basis. When must you inform your team of these KPIs?
4. What are the three stages of Performance Management?
5. What is the main goal of a Performance Management System?
6. List the four groups who are involved in Performance Management?
7. List three policies that you may need to follow that are related to performance management?

8. Define GROW and provide two possible questions for each stage of the process?
Definition
G 1.
2.
R 1.
2.
O 1.
2.
W 1.
2.

9. Positive Feedback Scenario
This question is practical application. Review the theory in the PowerPoint’s and read the case study. You need to show that you can take the theory and use the case study to make your answer.
You are managing ‘Mike’ who was recently promoted to the role of team supervisor. Absenteeism has been a serious issue for Mike’s new team and you encouraged him to conduct weekly meetings to keep on top of this difficult situation.
In your third monthly review of Mike’s team performance you are pleased to see that staff absenteeism has dropped by approximately 14%.
Your manager calls you into his office and indicates that you have done a great job with the team. You need to call Mike in and give him some positive feedback on his performance.
Use the ‘Feedback CIRCLE’ to provide POSITIVE feedback to Mike? (remember Mike is a real person and this is a real situation DO NOT give me theory – think about what you will say)
10. Analyse the Problem Scenario
This question is practical application. Review the theory in the PowerPoint’s and read the case study. You need to show me you can take the theory and use the case study to make your answer.
Louise and David are working together on an important project on time management. Louise missed a project deadline and the whole project now is behind schedule by a week. This is the third time in a month that Louise has missed a deadline.
Louise is a new graduate and has been working on the project for the past two years as part of her post graduate study. Louise has had problems with time keeping in the past and has received one written warning already.
As her manager, you have been monitoring Louise’s performance over the past month and having lots of informal chats with her about the project and her progress. She has made several improvements regarding her time keeping skills and communicating with project managers regarding her progress in line with your coaching.
However by pushing the project out further, product testing has been delayed by a further month because the project Louise is working on is vital to product testing
The company made the commitment to its client that product testing would be started two weeks ago. Your client has just contacted you regarding the status of product testing. You had to inform the client that the testing had not started but had identified the critical factor.
You email Louise to set up a meeting for later this afternoon to talk about the project she is working on. Before meeting with Louise you need to analyse the problem.
a) What information will you gather BEFORE the meeting with Louise?
b) What problems does this situation create for the organisation?
c) What could be the cause of the problem?
d) What solutions would you like to see Louise agree to?
11. What are the legal consequences for managers and organisations for not keeping records of any activity surrounding performance management?
12. How would you help an employee who:
has problems doing their job? needs to develop skills to be considered for a promotion?

13. Nick and Tony have been fighting at work.
List all the steps you would follow to manage the situation and discipline both employees.
This question is practical application. Review the theory in the PowerPoint’s and apply it to the above situation. You need to show me you can take the theory and use this information to make your answer.
Assessment 2
Plan, review and monitor performance
This assessment has 3 parts.
You need to read the Case Study below and complete all the 3 parts
All of Assessment 2 is a practical application. You will need to review the theory in the PowerPoint’s and read the case study. You need to show me you can take the theory and use the case study to make your answer.
Case Study: Diamond Jewellery Store
Imagine that you are the Manager of a small retail jewellery store in Cairns. You have 4 staff who look after the day to day business of the jewellery store.
The jewellery store operates 7 days a week because it is located in the centre of a busy tourist shopping mall. The store opening hours are 9am-5pm on Monday, Tuesday, Wednesday, Friday, Saturday and Sunday and from 9am-9pm on Thursday.
Your staff includes:
1. Sally Smith, Senior Salesperson
Sally looks after the walk-in customers at the store. She works part-time from 9am-3pm Monday-Friday. She likes her hours because she can pick up her 6-year old daughter from school on time. This is Sally’s first job and she has been working at the store for over two years.
2. Peter King, Salesperson and Accountant
Peter works full time, Monday-Friday. He is responsible for looking after customer enquiries from 3pm-5pm. On Thursdays, he works overtime from 5pm- 9pm. He also looks after the accounts for the business.
3. Judy Walker, Shop Manager
Judy works part-time from 9am-5pm on Saturday and Sunday. She is responsible for all walk-in customers as she is the only staff member in the shop on the weekend. She has over ten years experience in sales and has been working at this jewellery store for three years. She supervises all the other sales staff
4. Matt Damon, Valuer and Jewellery Cleaner
Matt works part-time (Monday- Friday from 10am- 3pm) as a jewellery valuation expert. He is able to provide advice on the $ value of jewellery. He helps you to decide on the pricing for the jewellery items on sale. Also, he is a specialist jewellery cleaner. He is planning to leave his job as he wants to work full time.
5. Casual staff X 3:
Usually, over Christmas, up to 3 additional casual staff are employed to look after sales.
The business has boomed recently due to an increase in wealthy tourists coming to Cairns from Asia and Europe. They are interested in Australian opals and South Sea pearls. The shop gets really busy on Thursday nights and over the weekend and it is very difficult for the staff in the shop to look after all the customers.
You are responsible for improving the sales and profits for the business. The owner of the business wants you to improve the customer service standards so that customers feel that they are being looked after really well.
You decide to reallocate the work to the current staff and extend their working hours. You also decide to hire one more full time salesperson to help with the busy periods.
PART A: PERFORMANCE APPRAISAL SYSTEMS
1. Who are the key people you would discuss your plan with so that you can re-allocate the work load?
2. Complete the work plan below for the new employee in accordance with operational plans.
WORK PLAN FOR NEW EMPLOYEE
o Operational goals:
? Increase net profit by 10% within 12 months
? Provide excellent customer service to customers
? Increase sales by 20% within 12 months
? Ensure all stock is maintained effectively
? Work effectively within the team
a) Job Title of new employee: _
b) Key duties of the new employee:
• _
• _
• _
• _
Performance standards
c) Develop 3 key performance indicators for this new employee
d) How will performance be measured?
3. Reallocate work to the whole team in a way that it is efficient, cost effective and outcome focussed
4. Refer to Fair Work Australia (General Retail Industry Award) https://extranet.deewr.gov.au/ccmsv8/CiLiteKnowledgeDetailsFrameset.htm?KNOWLEDGE_REF=216298&TYPE=X&ID=2101507489750057988889912894&DOCUMENT_REF=392722&DOCUMENT_TITLE=General%20Retail%20Industry%20Award%202010&DOCUMENT_CODE=MA000004
or you can use the Fair Work Australia pay rates calculator http://www.fairwork.gov.au/pay/pay-rates-calculator/pages/default
Now set an appropriate weekly salary for the following staff:
a. Sally Smith (Level 2)
b. Judy Walker (Level 4)
5. Explain the process you will use to manage the performance of all your staff?
6. What techniques will you use to monitor and evaluate staff performance on a continuous basis?
PART B: COACHING
Case Study: Diamond Jewellery Store- continued
One of your Salesperson, Sally Smith has been coming late to work almost every day over the last two weeks. She is supposed to open the store at 9am, as she is the only staff member who comes at 9am on weekdays. Two customers have complained as they have had to wait outside for over 1 hour for the store to open.
Another customer has complained about Sally’s attitude towards him. The customer has told you that he had asked Sally to contact him urgently regarding his wife’s diamond ring. Sally had not contacted him. When he asked her about the ring, Sally rudely replied that he would have to wait for six weeks as there are many other customers in the queue before him and he can’t expect her to find the answer straight away.
You realise that Sally may have been rude to customers in the past as well, but you never found out as the customers probably just stopped coming to the store. In the past you have not conducted any performance appraisal with Sally as you have thought she is doing her job reasonably well, even though you know that she tends to be rude at times.
At the same time you have received feedback from several customers that Matt Damon is very friendly and provides excellent customer service. He is always very helpful and does everything possible to meet the needs of the customers.
Complete the tasks below:
1. What feedback will you give formally to Matt Damon about his performance?
2. What will you say to Sally informally about her performance?
3. What kind of records will you keep in relation to all your informal discussion with Sally?
4. You decide to coach Sally to help her to improve her performance. Prepare notes for a coaching session that you need to conduct with Sally using the GROW model.
a) What are the main issues?
b) G: What will you say at the beginning of the coaching session?
c) R: What will you say to gather information about the issues? How will you ask Sally to assess her own performance?
d) O: What are some of the suggestions you will make for improvement in Sally’s performance?
e) W: What will you say to wrap up (close) the meeting?
5. PRACTICAL ASSESSMENT – this must be completed and signed off on in front of your trainer
Role play: You will be asked to role-play the above coaching session in class with a friend. You will need to play the role of Sally’s manager and your friend would need to play the role of Sally.
You will be assessed on your ability to use the GROW model for coaching. Your trainer will use the form below to grade your skills.
(If you studying online and/or are not able to participate in the role-play activity in class, you will need to do a video recording of your coaching session with a friend and send it to your trainer as part of your assessment)
Trainer’s Evaluation Sheet (to be completed by your trainer after observing your coaching role-play)
Students Name
(in Manager-Coaching Role) Phone No.
Trainer’s Name Kerrie Butler Phone No.
Assessment Site ACTB
Coaching Date/s Time/s
Employee’s Name Sally Smith Phone No. 545454545
Standard of performance Satisfactory
Yes No
Did the manager utilise the GROW model for coaching his or her employee?
Did the manager identify the performance issue?
Did the manager utilise a number of communication skills to reflect and clarify the employee’s answers?
? Active Listening
? Clarifying
? Summarising
Did the manager ask probing questions?
Did the manager allow the employee time to think before replying to questions?
Did the manager use body language cues to help put the employee at ease?
Did the manager acknowledge the employee during the coaching session using positive feedback?
Did the manager provide constructive feedback to the employee during the session?
Did the manager provide strategies for continuous improvement for the employee?
Did the manager identify his or her strengths and weaknesses as a coach/manager?
Did the manager identify areas for self-improvement?
Comments/feedback to manager / coach
6. Based on your agreement with Sally at the coaching session, complete the performance development plan below for her.
Performance Development Plan for Sally Smith
Name/Position:
Sally Smith Students Name:
(in Manager-Coaching Role) Review Period:
Skills to be developed: How skills are to be developed: Priority (H,M,L) By When?

Manager’s comments Signature
Date
Staff member’s comments
I agree to improve my skills and undertake training in the required areas.
(Note: In a real workplace situation, the employee would sign this form after reading the manager’s comments) Signature
Sally Smith
Date: XX/XX/XXXX

Student’s Self Reflection Sheet (to be completed by you AFTER the coaching role play
Students Name
(in Manager-Coaching Role) Phone No.
Listener’s Name Phone No.
Assessment Site
Coaching Date/s Time/s
Employee’s Name Sally Smith Phone No. 444 444 444
Respond to these questions with your feelings and thoughts about your coaching performance.
What was your initial reaction to the coaching exercise?
What was your overall assessment of your performance as a coach? Give reasons for this assessment.
What do you think were some of your strengths during the exercise?
What do you think were areas where there was room for improvement?
What kind of training can you think of to help improve your coaching skills?
What do you think will be the benefit doing additional training to improve your coaching skills a manager?
What are some valuable skills that you have learned today to help you in your role as manager/coach?

PART C: DISMISSAL AND RISK MANAGEMENT
Case Study: Diamond Jewellery Store- continued
Three months have gone by since you conducted the coaching session with Sally. She has completed the required training, however she still continues to come late to work. Overall, her behaviour with customers is slightly better than before. However, whenever she is stressed, she still tends to become rude and abrupt with customers in the store. One customer has complained again about having had to wait outside the store for half an hour in the morning, as Sally didn’t open the doors till 9:30am. This is impacting on your business and you are losing customers.
You are quite frustrated by now and decide to terminate Sally’s employment. You call her into your office and tell her that she is fired. She is shocked and starts crying. She says that she didn’t know why she was being fired. You tell her that even though you took the time to coach her yourself, she is still not performing well in her role. You also tell her that she has always been rude to customers since the day she started work at the jewellery store. She asks if she can bring someone in with her to discuss the details. You tell her that there is no need as your decision is final and she will not be required to come to work anymore.
What you need to do:
1. First read the ‘Small Business Fair Dismissal Code Check list’ below
2. Complete the ‘Checklist’ on Pages 23-26 to identify whether Sally has been dismissed fairly or not?
3. Based on your evaluation above, identify the risks that the organisation is now exposed to due to your dismissal of Sally.
4. What are some of the additional steps you should have taken before dismissing Sally?
5. What particular legislation would be used to sue your company in the above case?
6. Develop a process flowchart that you would use in the future for employee termination for ongoing poor-performance.
7. What is the difference between misconduct and serious misconduct?
Misconduct Serious Misconduct

8. Answer the following questions in relation to serious misconduct by an employee:
a. Is it appropriate for a small business to terminate an employee for stealing money from the business?
b. Give reasons for your answer