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Assessment Task 2 (BSBMGT502) Assessment Task 2BSBMGT502 Manage people performance Design and train performance management systems Q: What is performance management systems A: Performance management is the systematic process by which a company or department involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of company mission and goals. Submission details Student’s name Student No: Assessor’s name Assessment site Assessment date/s The assessment task is due on the date told to you by your assessor. Any changes to this arrangement must be approved by your assessor in writing. Submit this document with any required evidence attached. See specifications below for details. Performance objective You will show skills and knowledge required to design and train others on performance management systems. Assessment description In response to a simulated/pretend workplace scenario/setting, you will design a performance management system and train peer/colleagues managers. Procedure 1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly policies and procedures related 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/seeming 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/disconnected from work; they lack self-confidence and optimism/positivity is low. There is a high risk of the organisation being unable to attract, retain/keep and enact/put together a succession [footnoteRef:1] plan if trends/developments continue. [1: Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company.] 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/adjustments 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/possible 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/profits 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/used within the organisation · describe staff development options and information. © 2015 Innovation and Business Industry Skills Council Ltd/Modified July 20151st edition version: 2 Page 3 of 4 Assessment Task 3 (BSBMGT502) Assessment Task 3BSBMGT502 Manage people performance Manage performance Submission details Student’s name Student No: Assessor’s name Assessment site Assessment date/s The assessment task is due on the date told to you by your assessor. Any changes to this arrangement must be approved by your assessor in writing. Submit this document with any required evidence attached. See specifications below for details. Performance objective You will show the skills and knowledge required to performance manage [footnoteRef:1] people through providing formal/official and informal/frank feedback and coaching in an organisational context/setting. [1: Performance management is the process of establishing goals and measuring performance against these goals.] Assessment description In response to a simulated/pretend workplace scenario/setting, you will plan and role-play [footnoteRef:2] the delivery of a feedback/response and coaching session. You will then complete formal/official performance development documentation (documentation/reports that show how an employee will setup goals and then achieve them) with the employee. [2: Role Play - Role playing is defined as pretending to be someone else or pretending to be in a specific situation that you are not actually in at the time.] Procedure 1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly the performance management and performance appraisal / review 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/attached 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/requirements for the role. It is particularly disappointing that after providing her with feedback and setting goals at the outset/start, she has not lived up to her commitment/promise. You allowed her to reduce her sales targets, but she has not made any sustained/constant effort to develop herself to perform to a satisfactory level. She is even failing to reach the low targets set for the initial/first six-month period. While Kim has not performed to expectations/requirements, she has made some effort to learn the required product information. You would like to recognise her efforts, while not downplaying (i.e making less of what here efforts have been) the fact that the organisation needs and expects more from their sales staff. You will need to discuss and agree upon what development/improvement 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/tutor 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/review 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 (working in partnership/together) with the employee to identify performance gaps and taking positive measures to close those gaps In simple terms: you need to identify what it will take to improve her skills and what steps will you put in place to make sure s/he improves her overall work performance 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/ to fix 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/make clear the reality/truth 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/approach and positive aspects/parts of performance iv. discuss opportunities for growth and meeting expectations v. establish willingness/readiness of the employee to take concrete/firm 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 3BSBMGT502 Manage people performance © 2015 Innovation and Business Industry Skills Council Ltd/Modified July 20151st edition version: 2 Page 4 of 9 Appendix 1: Performance scorecard – Kim Smith KRA Target Result Comments Financial $8,000 sales revenue per month $5,000 average over six months This low target was