Develop teams & individualsSupport the learning and development of teams and individualsBSBHRM413LEARNING, therefore, is a key component of ORGANISATIONAL SUCCESS.How to Identify Training...

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Develop teams & individuals Support the learning and development of teams and individuals BSBHRM413 LEARNING, therefore, is a key component of ORGANISATIONAL SUCCESS. How to Identify Training Needs in Your Organization Proper training is the backbone of any successful organization. Employees who receive the right training are more productive, efficient, and satisfied with their workplace experience. Explore overall performance Compare yourself to similar organizations Perform individual assessments Consider your industry Different training programs for different roles Train for common job requirements Proper training is the backbone of any successful organization. Employees who receive the right training are more productive, efficient, and satisfied with their workplace experience. You’d be astounded at the ways that excellent training shapes the landscape of your office environment. If you want to provide superior training, start by making a checklist that addresses the direct needs of the individuals involved. Explore overall performance Look at each section of your organization instead of the organization as a whole. Examine them, and assess which aspects are lacking, or performing below your desired standard. You’ll want to refresh and improve all training, but identifying these key areas will show you where to place the biggest emphasis. Devote the majority of your time to these targeted areas and gently touch on the things that people seem to be doing well. Compare yourself to similar organizations What are they doing differently from you, and how is that helping them succeed? If you’re seeing an enviable outcome from other organizations, you might want to jump aboard the same train. This may mean overhauling a lot of current policies and implementing new technology. When things change, everyone is going to need a training update. Perform individual assessments You may not have a lot of people doing the same work. Certain tasks may be delegated to very small groups, or even individuals. Measure the performance of these individuals to determine where their strengths and weaknesses lie. Training can boost productivity, but only if the training is tailored to the areas where productivity needs to be improved. You may find that some people need very specific training. Consider your industry Everyone undergoes some sort of basic training before starting a job, and some of that may even be required by law. Everything differs from industry to industry. How familiar are the members of your organization with the trends and standards within your industry? Try providing them with a bigger picture. Different training programs for different roles A file clerk doesn’t need the same kind of training that an accountant needs. There are many different roles within your organization, and the people who fill them need to understand how you expect them to do their part. A training program needs to exist for each individual job. A one-size-fits-all approach will leave certain people lacking vital information, and this will cause problems down the road. Train for common job requirements Have you ever trained individuals for using software? Monitoring an anti-virus program? What about data entry? The tools they use and the small tasks they’re required to perform comprise a significant part of their responsibilities. Though these things may seem routine, there’s no use in creating complications by expecting people to figure them out on their own. Particularly when it comes to matters surrounding IT and security concerns, you should never let people poke around and guess how they’re expected to fulfill their duties. Always communicate with the individuals who do work for your organization. Ask them if they understand how things work, and take suggestions about how you can improve things. Keeping constant, open communication can help prevent training issues and misunderstandings before you begin to see their negative consequences, and encourage individuals to tell you where they need assistance. 3 LEARNING Needs in ORGANISATIONS; Endorse workplace cultures which encourage people to question things Encourage experimentation and risk taking Constantly provide opportunities for individuals, teams and the enterprise to develop new skills, competencies and experience Value learning Share information and knowledge Encourage individuals to challenge themselves and others Recognise that learning contributes to their ability to expand and shape their own future Utilise learning and organisational knowledge for the benefit of all stakeholders. Learning is behavioural change; changes or additions to our thinking which are anchored in behaviours that demonstrate particular learning or knowledge.   Learning Styles LEARNING STYLEDESCRIPTION Visualseeing and reading (learn by seeing and writing) Relate most effectively to written information, notes, diagrams, and pictures. Can be verbal (sees words) or pictorial (sees pictures) Remembers faces but not names Think in pictures, uses color Facial expression show their emotions May be good writers, journalists, graphic design Auditorylistening and speaking (learn by listening) Learn from spoken instruction Written information has little meaning until it has been heard Write lightly and it is not always legible Talk while they write Remember names and forget faces Distracted by noise Remember by listening, especially with music May be good speakers, and specialize in law or politics Kinesthetictouching and doing  (Learn by doing) Learn through touch and movement in space Remember what was done, not seen or talked about Gets physically involved Enjoy playing games   Coaching AND Mentoring When to consider coaching: When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager When a company has a number of talented employees who are not meeting expectations When a company is introducing a new system or program When a company has a small group of individuals (5-8) in need of increased competency in specific areas When a leader or executive needs assistance in acquiring a new skill as an additional responsibility When to consider mentoring: When a company is seeking to develop its leaders or talent pool as part of succession planning When a company seeks to develop its diverse employees to remove barriers that hinder their success When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations When a company wants to create a workforce that balances the professional and the personal The Importance Of Coaching To improve performance To build skills To stretch people’s potential Benefits Of Coaching Employee Involved in setting their own objectives Manager Identifies employee’s strengths Organisation Higher skilled employees Involved in their development Gains new knowledge, skills, and experiences Potential increase in pay based on performance Identifies employee’s area for improvement Reduces barriers to communication Better understanding of what motivates an employee Improved productivity Potential for increased profit Better work environment Our core capabilities achieved https://www.youtube.com/watch?v=PfHNQwDfyKU THE G.R.O.W. MODEL A tool for communication during Coaching sessions Raising Awareness GOAL Building Ownership OPTIONS What is the expected outcome of the dialogue REALITY Uncovering the facts Clarifying Understanding Explore alternatives Ask for suggestions WILL Formulate action plan Set measurements Set responsibilities https://www.youtube.com/watch?v=xNLRo3jWPcg Lets discuss…. Why does training/learning enhance self- worth and make people in an organisation feel valued?   How does this benefit the organisation? Effective learning requires: Instruction/demonstration Development of procedures Practice/repetition Constructive feedback Reinforcement Both formal and informal evaluations are important. Methods of collecting evaluation information include: Questionnaires Feedback sheets Open forum discussions Small group discussions One to one feedback sessions Continuous review sessions Post training surveys   Feedback Why is giving and receiving feedback important?   What are some good formulas for providing feedback?   When is the right time to give feedback?   How should I receive feedback from others? Feedback People must constantly improve in any business that hopes to stay competitive. Most people want feedback -- they want to know how they're doing. People want to succeed and a knowledge of others' perceptions gives them guidance in this. It shows willingness to engage in straight talk and demonstrates trust. Great Managers – Feedback   Start with the heart. Tailor their feedback to the personality of the individual they’re talking to. They begin high risk discussions with the right motives. Stay alert for the moment a conversation turns from a routine or harmless one into a crucial one. Maintain respect through the conversation. Have the confidence to say what needs to be said to the person who needs to hear it. They’re also confident that they can speak openly without brutalising others or causing undue offense. Realize they don’t have a monopoly on the truth. They may currently believe something but realize that with new information they may change their minds. Types of Feedback Acknowledging feedback – given to acknowledge appreciation of a particular action or behaviour. Developmental feedback – given to correct or bring attention to a particular action or behaviour that has been found inappropriate. This type can be planned or unplanned. The START Model When giving feedback…….. Share your facts. Tell your story. Ask for their view. Remind them of the standards. Talk solutions. SOME TIPS Timeliness is critical Be as objective & specific as possible Concentrate on performance – not personality (describe rather than evaluate) Beware of statements like ‘you always...’ or ‘you never...’ Define the impact of the observed behavior (e.g.: not Best Practice, number of complaints, time to process, etc.) Ask questions to promote discussion and clarify issues Listen, Listen and Listen Don’t tell them what to do. Present your feedback as an option. Develop alternatives "You will be most effective as a team when members can compliment each other without embarrassment, and disagree without fear."   Thank You!! BSBHRM413 - Support the learning and development of teams & individuals Student Name Student ID Submission date 06/11/2022 Assessment Task 1 - Project Needs of the Team Name of team Role 1 Role description: Team member allocated to this role Team member allocated as the leader for this role Competencies needed for this role Role 2 Role description: Team member allocated to this role Team member allocated as the leader for this role Competencies needed for this role Self-Evaluation Form Name of team Role Name of team member completing this self-evaluation Please rate yourself on each of the following skills by giving yourself a score out of 10 for each skill Skills required (leader to transfer from Needs of the Team document) Score What are your greatest strengths for this responsibility? Please explain. In what areas will you require development? Please explain. Do you have any evidence to support your strengths? For example, certificates, statements of attainment, references. Please nominate one person that your leader can contact to find out more about your skills
Answered Same DayNov 03, 2022

Answer To: Develop teams & individualsSupport the learning and development of teams and...

Bidusha answered on Nov 04 2022
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Student Assessment
    
    Assessment Resource Summary
    Unit Details
    BSBHRM413 Support the learning and development of teams & individuals
    Assessment Methods
    Project (A-C)
    
Assessment Task 1
    
    Written Questions
    
Assessment Task 2
    
Unit Summary
    This unit describes the skills and knowledge required to determine individual and team development needs and to facilitate the development of the workgroup.
The unit applies to individuals with a broad knowledge of learning and development who apply their skills in addressing development needs to meet team objectives. They may have responsibility to provide guidance or to delegate aspects of tasks to others.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
    Prerequisite Units
    There are no mandatory pre-requisite units for this competency.
    Co-requisite Units
    There are no recommended co-requisite units for this competency.
    All products purchased remain the intellectual property of Sacred Heart International College. All rights reserved; no part of any publication provided by Sacred Heart International College may be reproduced by any means for use outside the purchasing organisation, without the prior written permission of Sacred Heart International College.
The Assessment Process and Student Rights & Responsibilities
Submitting your Assessment Tasks:
· When you have completed your assessment, you will need to submit them, according to the instructions provided to you by your trainer/ assessor. This may either be through TURNITIN or email or by hand to the assigned trainer/assessor.
· You will be provided with a due date and you must make sure you submit your assessments in accordance with it. You may be required to apply for an extension if you require extra time, according to your SHIC policies and procedures.
· Make sure you keep a copy of your tasks before you submit them. SHIC will need to keep them as evidence
and may not be able to return them to you.
· Task specific instructions can be found further in this document.
Assessment Attempts and Resubmissions: You have up to three attempts to complete each assessment tasks satisfactorily. If after the third attempt, you have not completed a task satisfactorily, your assessor will have to mark your result for the unit as ‘Not Yet Competent’ (NYC).
You will then have to discuss alternative arrangements for re-assessment with the intervention team. The alternative arrangement may even include the student re-enrolling in the unit, participating in additional training or attempting the task again at a later date, so that skills and knowledge can be consolidated. These arrangements will be in accordance with SHIC policies and procedures.
When you are required to resubmit, you may be required to:
· resubmit incorrect answers to questions (such as for written tasks and case studies)
· resubmit all or part of a project, depending on how the error affects the overall outcome of the task
· redo a role-play after being provided with appropriate feedback about their original performance
· be observed a second (or third) time undertaking any tasks or activities that were not completed satisfactorily the first time, after being provided with appropriate feedback.
When you are required to resubmit, you’ll be given a due date for your resubmission. All re-submissions will be conducted in accordance with the SHIC policies and procedures.
Assessment Outcomes: Each assessment task will be given an outcome of either Competent (C) or Not Yet Competent (NYC). Students must complete all tasks for a unit satisfactorily to achieve an overall outcome of Competent (C) for a unit. If one or more tasks are assessed as Not Yet Competent, students will be given an overall outcome for the unit of Not Yet Competent (NYC).
Plagiarism, Cheating and Collusion: Plagiarism, cheating and collusion on assessments is not acceptable. Any incidence of this is considered academic misconduct. The definitions of each of these are below.
· cheating – seeking to obtain an unfair advantage in the assessment of any piece of work
· plagiarism – to take and use the ideas and/or expressions and/or wording of another person or organisation and pass them off as your own by failing to give appropriate acknowledgement. This includes material from any sources, such as staff members, other students, authors, texts, resources and the internet, whether published or unpublished
· collusion – unauthorised collaboration between students.
1. Where your assessor believes there has been an incident of academic misconduct involving plagiarism, cheating, and/or collusion, this will be addressed in line with the SHIC policies and procedures which may ultimately lead to an academic misconduct warning and you needing to complete the whole unit again.
Assessment Appeals: If you don’t agree with an assessment decision made, you have the right to appeal it. You may need to lodge your request for an appeal within a certain amount of time from the original decision being made. You will need to make your appeal in writing and follow SHIC process for appeals. Refer to your Student Handbook for more information about our appeals process.
Reasonable Adjustments: These can be made to ensure equity in assessment for people with disabilities. A legislative and regulatory framework underpins and supports the delivery of vocational education and training across Australia. Under this framework, providers of vocational education and training must take steps to ensure that learners with recognised disabilities have the same learning opportunities and opportunities to perform and complete assessments as learners without disabilities.
Adjustments include any changes to the assessment process or context that meet the individual needs of the person with a disability, but do not change competency outcomes. Sometimes reasonable adjustments are made to the learning environment, training delivery, learning resources and/or assessment tasks to accommodate the particular needs of a student with a disability. Your trainer/ assessor may also provide assistance / intervention during the assessments in the event that there is a risk of injury to the student or to the other members of the class.
An adjustment is reasonable if it can accommodate the student’s particular needs while also taking into account factors such as:
· the views of the student
· the potential effect of the adjustment on the student and others
· the costs and benefits of making the adjustment.
Making reasonable adjustments requires the RTO to balance the need for change with the expense or effort involved in making this change. If an adjustment requires a disproportionately high expenditure or disruption, it is not likely to be reasonable.[footnoteRef:1] [1: Source: Innovation & Business Skills Australia. (2015). BSB business services training package: implementation guide. Retrieved from https://vetnet.gov.au/Public%20Documents/BSBv1.2%20Business%20Services%20Implementation%20Guide.pdf.]
Thus, if students are considered to have special needs, trainer/ assessors are allowed to provide reasonable adjustment in accordance with SHIC Policies and Procedures which means there may be modification to the way in which evidence is gathered. This could include alternative methods of assessment. However, it will not change the standards or outcomes the student achieves.
Please discuss with your assessor if you believe a reasonable adjustment to an assessment task, method or process needs to be made on the basis of disability. Reasonable adjustments made for you will be recorded in the space provided in the checklist for the relevant task and in the Unit Assessment Record sheet.
Information about Assessment
Assessment: Assessment is ‘the process of collecting evidence and making judgements on whether competency has been achieved, to confirm that an individual can perform to the standard required in the workplace, as specified in a training package or VET accredited course’.[footnoteRef:2] [2: Source: Australian Skills Quality Authority. (2019). Users’ guide to the Standards for registered training organisations (RTOs) 2015. Retrieved from https://www.asqa.gov.au/sites/default/files/2020-01/users_guide_to_the_standards_for_registered_training_organisations_rtos_2015_v2-2_0.pdf. © Australian Skills Quality Authority; www.asqa.gov.au.]
Dimensions of Competency: To be competent, a person must show their ability to perform effectively in a broad capacity. The dimensions of competency ensure that the person being assessed has the skills to perform competently in a variety of different circumstances. To be competent, a person must demonstrate the following:
· Task skills – These are the skills that are needed to perform a task at an acceptable level. They are usually described in the performance criteria and include knowledge and practical skills.
· Task management skills – These are skills in organising and coordinating, which are needed to be able to work competently while managing a number of tasks or activities as part of a job.
· Contingency skills – These are the skills that are needed to respond and react appropriately to unexpected problems, changes in routine and breakdowns while also performing competently.
· Job role/environment skills – These are the skills that are needed to perform as expected in a particular job, position and location, and with others. These skills may be described in a range of variables and in the underpinning skills and knowledge.
Principles of Assessment and Rules of Evidence: Assessment must be conducted in accordance with the rules of evidence and principles of assessment. The following definitions of these terms are taken from the Australian Skills Quality Authority’s Users’ guide: standards for registered training organisations (RTOs) 2015.
Principles of Assessment -
· Validity: ‘Any assessment decision of the RTO is justified, based on the evidence of performance of the individual learner. Validity requires:
· assessment against the unit(s) of competency and the associated assessment requirements covers the broad range of skills and knowledge that are essential to competent performance
· assessment of knowledge and skills is integrated with their practical application
· assessment to be based on evidence that demonstrates that a learner could demonstrate these skills and knowledge in other similar situations
· judgement of competence is based on evidence of learner performance that is aligned to the unit/s of competency and associated assessment requirements.’
· Reliability: ‘Evidence presented for assessment is consistently interpreted and assessment results are comparable irrespective of the assessor conducting the assessment.’
· Flexibility: ‘Assessment is flexible to the individual learner by:
· reflecting the learner’s needs
· assessing competencies held by the learner no matter how or where they have been acquired
· drawing from a range of assessment methods and using those that are appropriate to the context, the unit of competency and associated assessment requirements, and the individual.’
· Fairness: ‘The individual learner’s needs are considered in the assessment process. Where appropriate, reasonable adjustments are applied by the RTO to take into account the individual learner’s needs. The RTO informs the learner about the assessment process and provides the learner with the opportunity to challenge the result of the assessment and be reassessed if necessary.’
Students are required to sign the declaration in this Student Assessment booklet and ensure that they have advised the trainers/assessors if they have any special needs or considerations that may affect their ability to complete the assessments. Any reasonable adjustments to these assessments must be noted in the Assessment Record Tool for this unit &/ or in the checklist for the relevant task.
Students are provided with information about the appeals process in the Student Handbook as well as on the SHIC Website.
Rules of Evidence -
· Validity: ‘The assessor is assured that the learner has the skills, knowledge and attributes as described in the module or unit of competency and associated assessment requirements.’
· Sufficiency: ‘The assessor is assured that the quality, quantity and relevance of the assessment evidence enables a judgement to be made of a learner’s competency.’
· Currency: ‘The assessor is assured that the assessment evidence demonstrates current competency. This requires the assessment evidence to be from the present or the very recent past.’
· Authenticity: ‘The assessor is assured that the evidence presented for assessment is the learner’s own work.’[footnoteRef:3] [3: All italicised quotations in this section from Australian Skills Quality Authority. (2019). Users’ guide to the Standards for registered training organisations (RTOs) 2015. Retrieved from https://www.asqa.gov.au/sites/default/files/2020-01/users_guide_to_the_standards_for_registered_training_organisations_rtos_2015_v2-2_0.pdf. © Australian Skills Quality Authority; www.asqa.gov.au.]
Students are required to sign the declaration section in the Unit Assessment Record sheet and indicate that the work that they have submitted for assessment is their own.
Practical tasks, observations and confirmation of skills by the assessor ensure that the assessor sees the student applying the skills and knowledge required for this unit.
Third-party reports (where applicable) require third-party persons to confirm that they have observed the student undertake the tasks detailed in the checklist.
Glossary of Instructional Task Words: The assessment tasks use a range of instructional words, such as ‘compare’ and ‘list’. These terms will guide the student and trainer/ assessor regarding the level of detail that must be provided in students’ answers. Some questions will also tell the trainer/ assessor as to how many answers students need to give – for example, ‘Describe three strategies…’. Use the following glossary as a guide to interpret the words in the tasks:
· Analyse - This means the students should break an issue down into its component parts, identify them and explain how they relate. The issue has to be discussed in detail and methodically.
· Define: This means that the student should explain, in their own words, the meaning or interpretation of a term or concept, including any qualities that are essential to understanding.
· Describe - This means that the student should outline the most noticeable qualities or features of an idea, topic or the focus of the question.
· Discuss - This means that the student must point out the important issues, features, key points and possible interpretations of the question, and debate these through argument, providing reasons for and against them.
· Evaluate - This means that the student must judge or calculate the quality, importance, amount, or value of something. An in-depth answer must be provided with as much detail as possible.
· Explain - This means that the student needs to make something clear or show their understanding by describing or providing information about a topic. They will need to make clear how or why something happened or why something is the way it is.
· Identify - This means that the student must recognise something and indicate the required information. The length of the answer should be guided by what it is that they are being asked to identify.
· List - This means that the student must record short pieces of information in the form of a numbered or bulleted list, with one or two words, phrases or sentences on each line.
· Outline - This means that the student must give a brief description of the main facts or sequence of events about something. The length of the response should be guided by what they are required to outline. As long as the student includes the main facts or points, their response will be sufficient.
· Summarise - This means that the student must express the most important facts or points about something in a concise way.
Assessment Outline for BSBHRM413
The following outlines the assessment requirements for this unit. You are required to complete all assessment requirements outlined below to achieve competency for this unit. Your assessor will provide you with the due dates for each assessment task.
    Assessment Tool
    Type of Assessment
    Place of Assessment
    
Assessment Task 1
    
Project (A-C)
    
SHIC facilities
    
Assessment Task 2
    
Written Questions
    
SHIC facilities
Student Instructions
General instructions for all tasks:
· You must answer all questions and their parts correctly to achieve a Satisfactory outcome for all tasks to be marked Competent for the unit.
· Refer to the Glossary of Instructional Task Words for descriptions of instructional words to guide you in the level of response required in each question.
· Do not plagiarise. Plagiarism, cheating and collusion on assessments is not acceptable. Any incidence of this is considered academic misconduct.
· Ask your assessor if you do not understand a question. Whist your assessor cannot tell you the answer, he/she may be able to re-word the question for you.
· RPL. Recognition of prior learning is available. Please alert your assessor if you feel this applies to you.
· Feedback. Your assessor will provide feedback to students after the completion of the assessment. The trainer assessor will explain the appeals process.
· Resources & Equipment required.
· Access to your learning materials
· Access to a computer, the Internet, and a web browser
· Access to Microsoft Word (or a similar program)
· Assessment tools
Specific Instructions for Written Questions:
· Candidates are required to complete the following written assessment task. This is an individual assessment, but you can use notes to assist.
· Your answers will form part of the evidence gathered for this unit.
· The length of your answers will be guided by the description in the task or will be provided by the trainer/ assessor. Please check the Glossary of Instructional Task Words.
· Generally, the length of the answers would be as below:
· Short answers: 50 words – 100 words
· Long answers: 100 words – 200 words
· Detailed answers: 400 words – 500 words
· ALL questions will need to be answered correctly in your own words, clearly printed, word formatted and typed in English to be deemed satisfactory in this task.
Specific Instructions for Assignments:
· This is an individual assessment, but you are to research and can use notes to assist.
· The assignments are designed to assess your understanding of the unit as well as your application of knowledge.
· To be deemed Satisfactory in this assessment you need to answer correctly ALL parts and in your own words, clearly printed, word formatted and typed in English
· Your answers will form part of the evidence gathered for this unit.
· This activity will provide you with an opportunity to demonstrate the skills and knowledge you have obtained through the completion of this unit.
Assessment Task 1 - Project
Throughout the assessment task, you will be a part of a team working at “Good Food Inc”. You will be involved in both leading and participating in learning and development activities to improve your team’s performance. Your assessor will also allocate you a person you will mentor and another person to mentor you.
Part A: Determine the development needs
Scenario - “Good Food Inc” team is responsible for providing hospitality services for a hip café in the inner CBD. The individual roles of team members...
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