Manage people performance-

Assessment Task 1 – Allocate work and provide feedback

Performance objective –

You will demonstrate skills and knowledge required to allocate work and provide informal feedback to employees in the context of managing people performance.

Assessment description –

In response to a simulated workplace scenario, you will meet with a peer manager to role-play consultation on acquiring a (human) resource, setting performance expectations and risk management. You will then participate in a second role-play to provide initial, informal feedback to the newly acquired human resource and set performance expectations for ongoing work within your team.

Procedure –

1. Review the Australian Hardware simulated business documentation provided to you by your assessor.

2. Review the scenario below.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. One of your customer service and sales representatives is taking a year's absence. A garden products employee, Kim Smith, has been seconded to you after expressing an interest in the temporary hardware and home products position to her manager.

You will need to meet with Kim's manager to discuss the secondment and Kim's fitness for the role you have in mind.

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

One of the main concerns you have is rim's ability to transfer the customer service skills practiced and learned in the garden centre, and to learn new homewares-specific product and service knowledge. Probably one of the key determinants of whether the secondment will be a success will be Kim's attitude to acquiring new skills and knowledge and persevering through a period of adjustment to her new work conditions.

After meeting with Kim's manager, you will need to meet with Kim to negotiate a work plan (Appendix 2), including two to three goals and KPIs, consistent with the organisation's operations planning. You are prepared to accept that during a six-month transition period (one performance appraisal period) sales performance may be as much as 20% off target. Currently sales representatives in the hardware and homewares division are expected to generate $10,000 of revenue monthly. Other objectives and KPIs may be drawn from and negotiated on the basis of the role's position description.

Finally, you will need to identify and analyse two to three risks associated with the secondment and record the analyses (Appendix 3).

3. Arrange with your assessor:

a. a time and place to conduct the two role-plays:

i. a consultation with the garden products manager.

ii. a meeting to set performance expectations with the seconded employee.

b. timeframe and format requirements for submitting supporting documentation, as set out in the specifications below.

4. Carry out the role-play with the peer manager. Ensure you:

a. Discuss your expectations for the employee and your needs for filling the position with this resource:

i. Discuss the position description.

ii. Gather a sense of the employee's aptitude.

b. Gather informal feedback to relay to the employee that will allow the employee to start off with a realistic sense of the expectations of the position and how hard they may have to work to close any performance/skills/knowledge gaps.

5. Carry out the role-play with the seconded employee. Ensure you complete the following:

a. Briefly summarise how performance is measured and performance objectives are set within the organisation.

b. In accordance with those processes, set performance objectives and complete a work plan in consultation with the employee.

c. Discuss general expectations and code of conduct with employee.

6. After role-playing with the manager and employee, identify two to three risks associated with the secondment in accordance with the organisation's risk management plan. Ensure you identify at least one compliance risk.

7. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and the below specifications.

Specifications –

You must:

-participate in two role-plays:

one with the garden products manager

one with the seconded employee.

-submit an agreed work plan

-submit a risk management plan.

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

consult with relevant stakeholders to identify work requirements, performance standards and agreed performance indicators

develop work plans and allocate work to achieve outcomes efficiently and within organisational and legal requirements

provide constructive feedback on performance

outline how performance is measured and performance objectives are set within the organisation.

Assessment Task 2 – Design and train performance management systems

Performance objective –

You will demonstrate skills and knowledge required to design and train others on performance management systems.

Assessment description –

In response to a simulated workplace scenario, you will design a performance management system and train peer managers.

Procedure –

1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly policies and procedures relevant to the current performance management system.

2. Review the scenario below.

It has been noted by senior management that employee performance has generally fallen behind targets. Particular areas of concern are sales revenue and customer satisfaction.

Looking at the results of organisational climate measures taken by Australian Hardware's HR team, employees complain of:

the lack of apparent management commitment to training and advancement

the lack of meaningful rewards and recognition

the lack of management presence and ongoing feedback on work performance.

A large proportion of employees, 45%, always or often feel disengaged from work; their sense of self-confidence and optimism is low.

There is a high risk of the organisation being unable to attract, retain and enact a succession plan if trends continue.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. As the most knowledgeable manager on matters of performance management, you have been asked to deliver a short training session (15-20 minutes) on the current performance management system and your plans to improve the current system to take account of HR information.

Your managerial audience is generally familiar with the current system, but would benefit from a refresher as an introduction to learning about your approved amendments.

3. Arrange with your assessor:

a. a time and place to role-play the training

b. a timeframe and format requirements for submitting supporting documentation, as set out in the specifications below.

4. Make appropriate amendments to the performance management system to address the identified deficiencies.

5. Plan a short training session to convey the important features of the current performance management system and your amendments. Assume that your amendments have been approved and are supported by senior management for piloting at the Wollongong store.

Ensure you cover the following in your session:

a. Introduction to the main features of the performance management system in place, including:

i. goal-setting and performance measurement processes

ii. formal and informal feedback

iii. performance appraisals

iv. monitoring training and development

v. recordkeeping needs and requirements

b. Discussion of the amendments you have made to the current system, including a focus on developing potential through positive development options rather than on identifying and correcting performance weaknesses.

c. Prepare to answer questions on the amendments you have made, particularly the purpose of your system (What do you hope to achieve? What problems does it address?) and how your amended system is designed to achieve that purpose.

6. Deliver a 15-20 minute training session. Lead others by gaining support for your amended system: explain and argue for the benefits of your amendments.

Note: For example, you could demonstrate amendments to the existing performance management system by amending existing processes in response to the scenario and then using these amendments in a training presentation. You could present these amendments on PowerPoint slides or create a revised performance management flow chart to present to managers.

7. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and the below specifications.

Specifications –

You must:

participate in a training session role-play

submit amended performance management system documentation, such as revised policy or procedures for performance management

submit training planning documentation, and presentation materials, such as PowerPoint presentation and any handouts provided.

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

describe performance management systems, including monitoring, evaluation, providing feedback on performance

train participants (managers) in performance management systems to allow them to implement the system with their own staff

describe how to keep records and documentation in accordance with the organisational performance management system

list performance measurement systems utilised within the organisation

describe staff development options and information.

Assessment Task 3 – Manage performance

Performance objective –

You will demonstrate the skills and knowledge required to performance manage people through providing formal and informal feedback and coaching in an organisational context.

Assessment description –

In response to a simulated workplace scenario, you will plan and role-play the delivery of a feedback and coaching session. You will then complete formal performance development documentation with the employee.

Procedure –

1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly the performance management and performance appraisal processes.

2. Review the scenario below:

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. Kim Smith has been on your team for the past six months. It is now performance review time. You will need to provide Kim with feedback on her performance since she was seconded to you from the garden centre.

You are less than satisfied with Kim's performance, but still hope you will be able to get her to focus on areas she needs to develop in and help her improve her performance to meet the expectations for the role, It is particularly disappointing that after providing her with feedback and setting goals at the outset, she has not lived up to her commitment. You allowed her to reduce her sales targets, but she has not made any sustained effort to develop herself to perform to a satisfactory level. She is even failing to reach the low targets set for the initial six-month period.

While Kim has not performed to expectations, she has made some effort to learn the required product information. You would like to recognise her efforts, while not downplaying the fact that the organisation needs and expects more from their sales staff.

You will need to discuss and agree upon what development steps to take. You have another experienced and high-performing staff member in the hardware and homewares department who has agreed to act as a mentor to Kim. You also have money in the budget for 30 hours of sales training for Kim if she is willing to be trained.

You will need to follow the Australian Hardware policy and procedures for performance management, including recordkeeping.

3. Arrange with your assessor:

a. a time and place to role-play a coaching session/performance appraisal

b. a timeframe and format requirements for submitting supporting documentation, as set out in the specifications below.

4. Review the employee's Performance Scorecard (Appendix 1).

5. Plan an informal coaching session for the employee. Use the Coaching Plan template provided (Appendix 2) or a coaching planning model of your own design.

The focus of this part of the role-play should be on collaborating with the employee to identify performance gaps and taking positive measures to close those gaps.

6. Prepare the formal performance development documentation for the employee. Use the Performance Development Plan template provided (Appendix 3), in accordance with the Australian Hardware performance management policy.

The focus of part of the role-play (done immediately after the coaching session) is to formally establish with the employee the performance issues, remedial steps and work goals for the next performance review period.

7. Participate in a 10-15 minute role-play. Ensure you complete the following:

a. Conduct a coaching session where you:

i. discuss performance expectations

ii. establish and clarify the reality of the employee's performance: describe how performance was monitored and measured; your evaluation of the gap between expectations and their performance; and discuss previous feedback given (Assessment Task 1).

iii. recognise achievements, attitude and positive aspects of performance

iv. discuss opportunities for growth and meeting expectations

v. establish willingness of the employee to take concrete steps.

b. Complete formal performance development documentation, where you:

i. set targets and review dates for the next performance review

ii. complete performance management recordkeeping for HR (Appendix 3), including signatures. Refer to the performance management procedures followed with the employee.

8. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and the below specifications.

Specifications –

You must:

-participate in a 10-15 minute role-play

-submit a coaching plan

-submit your performance development planning:

the performance development plan as prepared by you prior to the role-play

the performance development plan as completed in agreement with the employee during the role-play.

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

monitor, evaluate and provide feedback on performance; and provide coaching, training and other performance management techniques as needed

reinforce excellence in performance through recognition and continuous feedback

keep records and documentation in accordance with the organisational performance management system

describe staff development options and information.

Assessment Task 4 – Manage follow up

Performance objective –

You will answer a series of scenario-based questions on the general topic of following up on performance management, and on discipline and dismissal processes.

Assessment description –

You will answer a series of scenario-based question on the general topic of following up on performance management, and on discipline and dismissal processes.

Procedure

1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly relating to performance management requirements.

2. Review and answer the scenario-based questions in Appendix 1.

3. Submit supporting documentation to your assessor in accordance with the agreed timeframe, format and the below specifications. Keep a copy for your records.

Specifications –

You must:

submit written responses to the scenario-based questions.

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

seek assistance from human resources specialists where appropriate

reinforce excellence in performance through recognition and continuous feedback

outline the legislative and regulatory context of the organisation with reference to equal employment opportunity, anti-discrimination, competition and consumer protection, privacy, industrial relations, health and safety (OHS/WHS), environment issues and other relevant requirements

outline relevant awards and certified agreements

explain unlawful dismissal rules and due process.

Appendix 1: Scenario-based questions

Question 1: Monitoring and coaching

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. You consider the organisation's performance management policy and resolve to undertake some research into ways to improve the system or its implementation.

Answer the following:

How could variables such as recognition and continuous feedback help reinforce excellence in performance? Give two examples that could work at Australian Hardware to affect performance.

How would you apply Australian Hardware procedures to monitor and coach individuals, specifically those with poor performance?

Question 2: The legal context of performance management

Consider the following scenario.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. You are concerned about your application of performance management and want to work according to legal requirements.

Answer the following:

-For three of the following areas, what are the relevant pieces of legislation applicable to performance management at Australian Hardware?

equal employment opportunity