Manage People Performance Assessment

Assessment Workbook: BSBMGT502
Manage people performance
Version control
Version No.
Date
Dept.
Change
1.0
03/05/2016
Training
Original
2.0
09/08/2016
Training
Updated content and changed title from Assessment Guide to
Assessment Workbook
2.1
31/08/2017
Training
Reviewed NCT document titles
3.0
17/01/2018
Training

Updated content
3.1
25/01/2019
Training
Updated Assessment 2
3.2
11/4/2019
Training
Separated Assessment 1 into a Project and a Case Study.
Included additional templates.
3.3
10/10/2019
Training
Updated questions

Copyright Statement
© Copyright National Training
Disclaimer
All rights reserved. No part of this publication may be
reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopying, scanning,
recording, or any information storage retrieval system without
permission in writing from National Training. No patent
liability is assumed with respect to the use of information used
herein.
While every effort has been taken in the preparation of this
publication, the publisher and authors assume no responsibility
for errors or omissions. Neither is any liability assumed for
damages resulting from the use of information contained herein.
Contents
How do I use this guide? 4
Introduction 5
Pre-requisites 5
Further information and support 5
Support materials provided and research 5
Moodle Forums 6
Understanding assessment terminolgy 7
Word counts 7
Plagiarism 8
Referencing Materials 8
Understanding your results 9
Results Legend 9
Appeals and reassessment 9
Assessment Instructions 10

Assessment activity 11
Assessment 1: Project 12
Project 12
Develop two (2) Work Plans 12
Assessment 2: Case Study 15
Case Study 15
Part A – Develop a Performance Management & Review
Procedure 15
1. PURPOSE 16
2. SCOPE 16
3. RESPONSIBILITIES 16
4. PROCEDURE 16
5. MONITORING AND REVIEW 16
Part B – Providing Feedback 17
Part C – Managing follow up 17
Section 2 19
Section 3 19
Section 4 19
Assessment 2: Short Answer Questions 20
Question 1 20
Question 2 20
Question 3 20
Question 4 20
Question 5 20
Question 6a 20
Question 6b 20
Question 7 20
Question 8 21
Question 9 21
Question 10 21
Question 11 21
Question 12 21

Introduction
Unit code
Title
Training Package
BSBMGT502
Business Services Training Package
For further information regarding assessment criteria including-
· Application of unit
· Elements and performance criteria
· Assessment requirements
· Modification History
· Performance Evidence
· Knowledge Evidence
· Assessment Conditions.
Please refer to:
https://training.gov.au/Training/Details/BSBMGT502Pre-
requisites
No pre-requisites for this unit.Further information and support
To support your understanding of the assessment process and
how to submit your assessment, we recommend that you review
the Welcome Handbook available via Moodle. In the FAQs
section, you find additional information on the assessment
process, referencing materials and support.Support materials
provided and research
We have provided the following resources to support you with
your learning and assessments:
· Learner Guides: Information and examples aligned to the unit
of competency that you are completing

· Resource Library: This includes additional materials,
templates and readings to support you in your study
· Further websites to assist with your knowledge Handbook:
Available via our resource library, a comprehensive list of
websites to support your studies
Remember that as part of your course, a level of research will
still be required but this will assist you to gain a deeper
understanding of the application of your studies in a real-world
application.Moodle Forums
We have also provided forums on Moodle to assist you with
queries that you might have in relation to your course and
assessments.
Understanding assessment terminolgy
Describe: Give a detailed account by recounting, characterising,
outline and relating, in sequence, an event, situation, theory or
point.
Explain: Clarify or elaborate on the facts. Focus on reasons
how and why things happen or a why a particular point is
important in the relevant context.
List: Using dot points, list a series of points, steps or stages that
relate to the question.
Outline: Leaving out minor details, give an account of thing or
a process outlining the main points of a topic.
Review: Provide a summary while analysing and commenting on
the evidence, argument or other relevant points.
Summarise: Identify and interpret the most relevant features of
a theory, discuss issue or detail, leaving out the finer details.
Develop: Involves the creation of the
materials/activities/procedures to achieve the outcome. This is
about designing and creating,
Implement: After materials/activities/procedures are developed,
test all materials/procedures to determine if they are functional
and appropriate for the intended audience.
Evaluate: ensures that the materials/activities/procedures
achieve their desired goals and involves a detailed review
including any recommendations for change and reasons.Word

counts
The word counts have been provided as a suggested minimum
response. In your qualification, a certain level of detail is
required. If the word count says 80-100 words, and you provide
20, we will request for further detail.
If you provide 500 words, we will still review this but suggest
to minimise the work on yourself. Trainer and assessors do
have a tolerance that they apply when reviewing word counts
but can request for further detail to be provided.
Plagiarism
While cooperative effort and the sharing of information are
encouraged, you must ensure your assignments and assessments
are representative of your own effort, knowledge and skills.
You must not take the work of others and present it as your
own. Plagiarism may result in the assignment/assessment being
deemed to be “not yet competent” by the assessor.
Students accused more than once of academic misconduct,
including plagiarism, may be dismissed or cancelled from their
course at the discretion of the National Training Manager.
Plagiarism can take several forms;
· Quoting from a book or an article without acknowledging the
source
· Handing in someone else’s work as your own
· Stealing and passing off another person’s words or ideas and
claiming them as your own
· Giving incorrect information about the source of a quotation
or idea
· Downloading information from the internet without
acknowledging the source
· Copying a section of a book or article and submitting it as
one’s own work
· Presenting as a new and original idea or produce something
which was derived from an existing sourceReferencing
Materials
If you are unfamiliar with how to reference, we recommend that
you review http://www.citethisforme.com/harvard-referencing

Two types of citations are included:
In-text citations are used when directly quoting or paraphrasing
a source. They are located in the body of the work and contain a
fragment of the full citation.
Depending on the source type, some Harvard Reference in-text
citations may look something like this:
"After that I lived like a young rajah in all the capitals of
Europe…" (Fitzgerald, 2004).
Reference Lists are located at the end of the work and display
full citations for sources used in the assignment.
Here is an example of a full citation for a book found in a
Harvard Reference list:
Fitzgerald, F. (2004). The great Gatsby. New York: Scribner.*
National Training prefers that students utilises Harvard Style
referencing. Generally, Harvard Reference List citations follow
this format:
Books: Last name, First Initial. (Year published). Title. City:
Publisher, Page(s).
Journals/publication: Last name, First initial. (Year published).
Article title. Journal, Volume (Issue), Page(s).
Websites: Website name, (Year published). Page title. [Online]
Available at: URL [Accessed Day Mo. Year].
Understanding your results
The great thing with competency-based training is that you
either deemed 'competent' (you can demonstrate the required
skills and knowledge) or 'not yet competent' (at this time you
haven't been able to demonstrate required skills or knowledge).
The key word is "YET”.
Your trainer will provide you with feedback on your
assessments so that you know what you have done well in your
assessment and what you need to improve upon or fix. An
"NYC" result does not mean that you have failed and that is it -
you have the opportunity to try again. It could be that one
question in your assessment was deemed not yet satisfactory

and this is the only question that will require review.Results
Legend
C
Competent
Has successfully completed unit and has met the minimum
competency criteria and demonstrated the required skills and
knowledge
NYC
Not Yet Competent
Has not met minimum competency criteria for the unit - certain
section/s require review due to not meeting the requirements
and being deemed not yet satisfactory
CT
Credit Transfer
Application required
RPL
Recognition of Prior Learning
Application required
For further information regarding Recognition of Prior Learning
(RPL) and Credit Transfers (CT), please contact on our office
on (03) 9674 0331Appeals and reassessment
If you disagree with the assessment decision and result, you
have the right to appeal and be reassessed if necessary. Details
of the appeals process is contained in the Complaints and
Appeals Policy & Procedure, provided to you prior to
enrolment.
See Complaints and Appeals Policy & Procedure for more
details.
Assessment Instructions
Student Instructions
Due Date
This unit is part of a self-paced course in an online learning
environment. We recommend attempting at least one unit per
month in order to complete your qualification in the required
timeframe. Please contact your trainer and assessor or student
support for further assistance.

Type of Assessment
This is a summative assessment activity, which means it is an
assessment of what you have learnt and used towards the
assessment of your overall competency.
For further information, refer to the Assessment Activity
Assessment instructions
Read information provided and fully complete all questions as
asked.
All responses must include adequate detail and include
references (including the learning material) as required. A level
of research may be required to complete this assessment. Please
contact your Trainer and Assessor for further support as needed.
Reasonable adjustment
You are encouraged to contact your Trainer and Assessor, prior
to attempting this task if you do not understand any part of this
task or if you have learning difficulties or differences, that may
hinder your attempt of the assessment.
You may also discuss the use of their workplace for assessments
in lieu of National Camper Trailers (the simulated business).
Academic integrity
Cheating, plagiarism, and collusion in any form during the
assessments will result in the assessment being invalidated. By
submitting your assessment, you are declaring that the
submission is the result of your own work and you have not
engaged in any form of cheating, plagiarism, and collusion
when undertaking this activity.
Resources, equipment & material required
To complete the assessment, you may require the use of the
following:
· Learner Guide
· Assessment Handbook and templates (if specified in the
assessment task)
· Microsoft applications or PDF to submit the assessment
· Computer
· Internet access.
Please note- some tasks may require the use of a printer and/or

scanner
How you will be assessed
Your trainer and assessor will review your responses against the
unit of competency which specifies the requirements of the unit
including:
· Elements and performance criteria
· Performance Evidence
· Knowledge Evidence
· Assessment Conditions.
Upon completion of your responses will be assessed against a
standard answer sheet to ensure that you have covered the
question and are consistent with others. You are required to get
every question correct.
Assessment activity
This is a summative assessment. Summative assessments are a
measure against a particular benchmark. It gives an indication
of your competence against the benchmark and is often referred
to as ‘assessment of learning.’
For this unit you will complete the following assessment
activities:
Assessment 1: Project
This task requires you to develop two (2) Work plans.
This self-guided learning task is an open book assessment, and
you can complete this task with all learner manuals on hand and
use the Internet and other resources available to you, to assist
demonstrating your prior knowledge and competency in this
task.
We recommend reviewing: Understanding assessment
terminology to support the completion of your assessment
What to submit:
· Two (2) Completed Work Plans
Assessment 2:
Case Study
A scenario has been provided about a specific situation. You

will be required to complete a series of questions and/or tasks
to demonstrate your knowledge of the unit.
What to submit:
Part A:
· Performance Management & Review Procedure
Part B:
1) Feedback session with Craig to identify the issue and set
actions
2) Feedback session with Craig’s manager to identify the issue
and set actions
Part C:
· Performance Improvement and Development Plan
· All questions completed
Assessment 3:
Short Answer, Multiple Choice and True/False Questions
This task is a series of short answer questions.
This self-guided learning task is an open book assessment, and
you can complete this task with all learner manuals on hand and
use the Internet and other resources available to you, to assist
demonstrating your prior knowledge and competency in this
task.
What to submit:
· Answers to all questions in the Assessment Handbook.
Assessment 1: Project ONLY
Develop two (2) Work Plans
To ensure that National Camper Trailers are able to manage
team performance it is important that the appropriate documents
and processes are in place. Two (2) very important elements for
this are Position Descriptions to ensure that staff are aware of
the role requirements and processes for managing performance
which includes a formal warning process that meets legislative

ad procedural fairness requirements.
You are to develop two (2) work plans to demonstrate how you
would liaise with stakeholders in the workplace and plan a
process for implementation of these requirements.
You are required to review the National Camper Trailers Pty.
Ltd. NCT Business Plan, HR Strategic Plan and HR Operational
Plan. These documents will provide you with the necessary
consultation and knowledge to develop the following required
Work Plans.
Develop two (2) Work Plans.
· Work Plan: For a Position Description; and
· Work Plan: For a formal Warning Process.
Utilising the templates below, complete this activity and update
each point provided, including:
· Allocate work in a way that is efficient
· Cost-effectiveness
· Outcome focused
· Confirm standards and code of conduct
· Work outputs with related teams and individuals
· Agreed performance indicators with relevant staff prior to
commencement of work
· Risk analysis in accordance with the organisational risk
management plan (Likelihood v’s Consequence)
Assessment Workbook – BSBMGT502 5 |Page Version 3.3
Work Plan – National Camper Trailers
Goal:
Develop Position Descriptions
Manager to create position description for employment
opportunities available now and in the future
Objectives
Action/ Responsibility

Performance Outcome/s
Measurement
Timeframe
Risk -Rating
Consultation process and allocation of deliverables
In this section detail the parties involved in developing the
deliverables and producing the desired outcomes including
standards and code of practice.
What is the desired outcome?
Include work outcomes with relevant teams and individuals.
Develop specific statements of the KPI’s or KRA’s.
How will this be measured?
Provide quantitative benchmarks that allow the project
deliverables to be assessed for effectiveness
Provide start and end dates or timeframes
What is the organisational risk for this action?
What is the likelihood of negative impact and potential harm
with this aspect of the project?
(High, Medium, Low, Negligible.)
Time/Budget allocation
deliverables and producing the desired outcomes.
How will this be achieved in a cost effective and efficient
manner.

Adherence to organisational standards
Work Plan – National Camper Trailers
Goal:
Develop Formal Warning Process
Manager to create effective performance management processes
ensuring a harmonious and productive workplace which is
beneficial for both employees and employer
Objective
Action/Responsibility
Performance Outcome/s
Measurement
Timeframe
Risk Rating
Consultation process and allocation of deliverables
manner.
When is this to be finalised?

Time/Budget allocation
manner.
Adherence to organisational standards

Assessment 2: Case Study
Case Study
Part A – Develop a Performance Management & Review
Procedure
It has been identified that National Camper Trailers Pty. Ltd.
doesn’t currently have a performance management and review
process.
Heather, the HR & WHS Manager has asked you to design a
Performance Management and Review Procedure for National
Camper Trailers.
Review Fairwork Performance Management tools in the
attachments.
Using them as a reference, design your own Performance
Management and Review Procedure.
We recommend that you utilise the template below and update
each point provided.
However, if developing your own template, please ensure that
you include the following:
· Processes are consistent with NCT organisational objectives
and policies you reviewed in Assessment 1 – Project
· Explain performance measurement systems utilised within the
organisation
· Conduct performance management in accordance with
organisational protocols and time lines
· Explain how the monitoring and evaluation of performance
will be on a continuous basis
· How performance will be documented in the performance
management system

· How formal structured feedback sessions will be conducted -
If necessary
· Describe staff development options and information
· Outline relevant legislative and regulatory requirements
· Outline relevant awards and certified agreements
· Explain unlawful dismissal rules and due process
Performance Management and Review Procedure
Version 1.0 1. PURPOSE
1.1 Include brief statement/s about the performance
measurement system and overall purpose of the procedure, i.e.
what outcome/s is the procedure intended to achieve? E.g. This
procedure establishes an effective, accountable and transparent
framework for Performance Management and Review
processes.2. SCOPE
2.1 Include brief statement/s that identify to whom (e.g. specific
groups of people) and to which parts of the business the policy
applies. Specify exclusions to clarify scope if needed.
3. RESPONSIBILITIES
3.1 Include brief statement/s identifying actions/responsibilities
and the position/s responsible for ensuring the policy
(employees/ Managers/ HR Department):
· aligns with relevant legislation, government policy. Include
organisational strategies/values.
· is implemented and monitored by
· is reviewed to evaluate its continuing effectiveness by.
4. PROCEDURE
4.1 Include the actions required to implement the policy. What
steps will be undertaken by the parties involved in all levels of
the organisation to implement the intent of the policy.

4.2 Include how the process will be documented.
4.3 Identify what staff development options available.
4.4 Include timelines for this procedure. Eg: How often will this
process occur and how long will each section of the process
take.
4.5 Outline any relevant legislation or regulatory requirements
and any relevant awards applicable.
4.6 Explain unlawful dismissal rules and due process
5. MONITORING AND REVIEW
5.1 Include the actions that will be implemented to monitor and
review compliance and effectiveness of the policy and review
for implementation of continuous improvement.
5.2 Include if this process will be conducted on a continuing
basis.
5.3 Include how formal structured feedback sessions will be
conducted (If necessary)
Part B – Providing Feedback
National Camper Trailers (NCT) recently conducted a customer
survey to evaluate product quality and staff service provided. It
was reported that one of NCT staff members, Craig Norton from
the sales department, was rude to a customer and wouldn’t
return the customers calls after the sales transaction was
processed.
It was discovered in follow up conversations and meetings with

Craig that he found the customer (who was Asian) was difficult
to understand and when questioned Craig said “I won’t tolerate
wasting 5 minutes of my life I can’t get back talking to that. I
got the sale, what more do you what?”
Using the Performance Management and Review Procedure you
developed in Part A, document performance in accordance with
the organisational performance management system and
document a formal structured feedback session you will conduct
with Craig. In addition, document formal structured feedback
with Craig’s manager to ensure their team is fully aware for
organisations expectations.
Note: Refer to; Fairwork Tool 2 – Performance -review-
discussion-plan
Develop two (2) formal structured feedback sessions
3) Feedback session with Craig to identify the issue and set
actions
4) Feedback session with Craig’s manager (Gary Luck) to
identify the issue and set actions
Upload Documents
Part C – Managing follow up
Section 1
Develop a Performance Improvement and Development Plan
Damian has only been with NCT for four (4) months and is a
member of the assembly and fit-out team.
It has been identified through your recently implemented
Performance Management and Review Procedure that an
employee of National Camper Trailers, Damian Townsend, is
not meeting his agreed KPI’s. His KPI is a conservative
minimum of one (1) a week.
In the last month Damian has been floundering at his work
station and only completed two (2) full fit-outs in that time. His
colleagues are averaging 2.4 per week.
Develop a Performance Improvement and Development Plan for
Damian Townsend in accordance with organisational policies.

Utilise the template below and update each point provided:
1) Monitoring, evaluation and feedback arrangements of the
individual will be performed
2) Coaching and training arrangements of individual
3) Support services
4) Section for Damian to agree to this plan.
Performance Improvement and Development Plan
Version 1.0
DETAILS
Employee Name
Damian Townsend
Employees Position
Welder and Fitter
Employee’s Department
Assembly and Fit-Out
Managers Name
Gary Luck
Managers Position
Assembly and Fit-Out Manager
Date of Plan
<insert date>
Period of Plan
<insert start date> to <insert end date>
Typically, 6 – 8 weeks
Interim Review Dates
<insert dates – one each week>
Final Review Date
<insert date>
Performance Improvement Objectives:
Describe what the employee needs to do to improve their
performance to the required standard. The required outcomes
should be specific, measurable and realistic. Required outcomes
are described as a measurement of quality, quantity &
timeliness.

Strategies
Describe how the employee is going to meet the required
outcomes.
Support
Describe what support you’re going to provide to the employee
to meet the required outcomes.
Responsibilities
Describe the responsibilities of the employee, their manager and
any other relevant parties.
Consequences
Describe the consequences if the employee doesn’t meet the
required outcomes by the final review date.
Agreement to Performance Improvement and Development Plan
Employee Signature:
Employee Name:
Damian Townsend
Date:
Manager Signature:
Manager Name:
Gary Luck
Date:
Employee Self -Assessment
Employee to complete before the interim and final review

meeting.
How do you think you have performed against each of your
performance improvement objectives?
<Insert employee comments>
Other Comments:
<Employee comments>
Employee Signature:
Employee Name:
Damian Townsend
Date:
Manager Assessment
Manager to complete before the interim and final review
meeting.
How do you think the employee has performed against each of
their performance improvement objectives?
<Insert manager comments>
Other Comments:
<Manager comments>
Employee Signature:
Employee Name:
Damian Townsend

Date:
Manager Signature:
Manager Name:
Gary Luck
Date:
Section 2
Unfortunately, after a further four (4) weeks Damian’s
productivity has not improved, and his appointed mentor/ coach
has reported that Damian is disengaged and not motivated to
perform.
Damian is not honouring agreed meetings with the mentor/coach
or agreed targets. It is reported that Damian has provided no
reasonable excuse for not turning up to a meeting, he says he
“Forgot” even when he was reminded five (5) minutes before
the meeting and then disappeared.
Describe how you would counsel Damian who is performing
below expectations and outline in detail the disciplinary process
you would implement. (80-120 words)

Section 3
Describe the process you would follow to terminate staff in
accordance with legal and organisational requirements where
serious misconduct occurs or ongoing poor-performance
continues (As is the case with Damian) (100-200 words)
Section 4
In managing peoples’ performance, it’s important to keep good
records and document in accordance with the organisational
Performance Management System.
List below five (5) documents you would need to record and
document on Damian’s employee file.
1
2
3
4
5
Assessment 3: Short Answer Questions
Question 1
Outline below, each of the following five (5) legislative and
regulatory requirements in relation to managing performance
(100-200 words)
Legislative and regulatory requirements
Outline each of the legislative and regulatory requirements

below:
1
Equal Opportunity and anti-discrimination
2
Industrial relations
3
The Fair Work Act 1999 (Commonwealth)
4
Contracts of Employment
5
Privacy and confidentiality
Question 2
Research Industry Awards:
https://www.fairwork.gov.au/awards-and-
agreements/awards/list-of-awards
List and outline five (5) relevant awards below: (60-100 words)
Name of Award
Outline of Award
1
2
3

4
5
Question 3
Explain below, performance measurement systems that would be
utilised within an organisation (60-100 words)
Question 4
In your own words, explain below unlawful dismissal rules and
due process (30-60 words)
What is unlawful dismissal?
What is the required due process for dismissal

Question 5
List and describe three (3) staff development options and
information you could implement in an organisation. (20-40
words each)
Question 6a
When developing a Work Plan, who might you need to consult
with to determine the correct processes, requirements and
agreed performance indicators? (50-100 words)
Question 6b
How might this consultation occur?

Question 7
Describe in detail, how you would train participants in the
Performance Management and Review process you have
designed in Assessment 1 Part B (80 - 100 words)
Question 8
Describe how you would provide Performance Management
informal feedback to staff on a regular basis. (60-100 words)

Question 9
Describe how you would advise relevant people where there is
poor performance and take necessary actions (60-100 words)
Question 10
Describe how you would provide on-the-job coaching when
necessary to improve performance and to confirm excellence in
performance (60-100 words)

Question 11
In reference to Case Study PART C Section 1 (initial
Development of Performance Improvement and Development
Plan). Would you seek human resource specialists in this
scenario? If so, describe what you would seek assistance on.
(40-80 words)
Question 12
Describe how you would reinforce excellence in performance
through recognition and continuous feedback. (40-80 words)
***End of Assessment***
Performance agreement template

You can use this template to help you make a performance
agreement with your employee. Having a performance
agreement in place will help your employee understand what
you expect from them. It also sets out what support or
assistance will be provided to help the employee achieve their
goals.
This template has been colour coded to help you complete it.
You simply need to replace the red < > writing with what
applies to your employee and situation.
Explanatory information is shown in blue italics to assist you
and should be deleted once you have completed the agreement.
Suggested steps for developing a performance agreement
For more information on managing employee performance, see
our online learning courses at fairwork.gov.au/learning.For
information about minimum employment rights and entitlements
you can also call the Fair Work Infoline on 13 13 94 or
visitwww.fairwork.gov.au.Step 1: Plan
The first step is to plan by looking at your business goals for
the year ahead. Think about how the employee’s work
performance will help your business reach these goals.
You should consider:
· what tasks the job involves
· what skills and abilities are needed to do the job
· what level of performance is expected.
If you have prepared a job description, you can use this to help
you with this step. If you haven’t prepared a job description,
there is a template available at www.fairwork.gov.au. Step 2:
Discuss
The next step is to arrange a time to meet with the employee to
discuss and set up the performance agreement.
Prepare for the meeting by gathering the information you used
in your planning, as well as details of how the employee has
been performing so far.
During the meeting, talk with the employee about:

· how they have been performing
· the skills they needs to develop
· their own ideas about learning and development opportunities.
Together with the employee, use the template below to help you
write a performance agreement with this information and set a
date for review.
Step 3: Monitor
After you’ve made the performance agreement, the next step is
to monitor the employee’s performance and support the
employee to meet their goals.
Remember to:
· give regular feedback (both positive and constructive) to the
employee
· deal with any underperformance issues as soon as they come
up
· support employees to improve performance, by providing
training, coaching or mentoring opportunities.Step 4: Review
The final step is to review and evaluate the employee’s
performance at the end of the performance cycle.
Meet with each employee at least every 12 months to assess
their performance against the agreed goals. You might also like
to do interim evaluations, especially in the employee’s first
year, where the job’s requirements change, or where the
employee is having perfomance problems.
Prior to meeting with your employee, it’s a good idea to give
your employee the opportunity to reflect on their own
performance by completing a self-assessment. Refer to the
template below.
After you’ve completed the review of the current performance
cycle, consider whether you need to revise their performance
goals or set new ones for the next cycle.

The Fair Work Ombudsman is committed to providing you with
advice that you can rely on.
The information contained in this template is general in nature.
If you are unsure about how it applies to your situation you can
call our Infoline on 13 13 94 or speak with a union, industry
association or a workplace relations
professional.PERFORMANCE AGREEMENT TEMPLATE
Employee name: <employee name>
Employee position and level: <job title and level>
Date of agreement: <date agreement was made>
Period of agreement:<insert start date> to <insert end
date>Performance agreements usually apply for a period of 6 to
12 months
Planned review date: Interim <planned due date for interim
review (if required) > Final <planned due date for final review
>Performance goals
To be completed with the employee during the initial
performance discussion meeting.
Task / Responsibility
Required outcomes
<Task or behaviour required for the job>
List the tasks and responsibilities that are relevant to the
employee’s position.
eg. – Monitor email enquiries.
<Describe what the employee needs to do to achieve the task or
responsibility successfully>
The required outcomes must be specific, measurable and
realistic. In most cases, the required outcomes will be described
as a measurement of quality, quantity or timeliness.
eg. – All enquiries must be responded to within 2 business days
of receipt.

Learning and Development planTo be completed with the
employee during the initial performance discussion meeting.
Areas for development
Actions
<Enter details of the skills and behaviors the employee would
like to improve. This may be to improve outcomes or to develop
new skills for future career goals.>
For example – Improve customer service skills so that I can
handle complex enquiries.
<List agreed strategies to achieve the development>
eg. coaching, on-the-job training, external training
Performance agreement approval
Employer signature: Employee signature:
Print name: Print name:
Date: Date:
Employee self-assessment
meeting.
performance goals?
<Employee comments>
What areas would you like to develop?
<Employee comments>
Other comments:
<Employee comments>
Manager’s feedback
Manager to complete after the mid-year and final performance

discussions.
their performance goals?
<Employer comments>
What areas would you like to see the employee focus on in the
future?
<Employer comments>
Other comments:
<Employer comments>
End of agreement approval
Employer signature: Employee signature:
Date: Date:
Performance review discussion plan template
You can use this template to help you prepare for a performance
review, stay focused, let the employee know how well you think
they’ve performed against their individual performance goals
and agree on goals for the next performance cycle. We
recommend that you use this plan in conjunction with our
Setting up a performance system checklist and Performance
agreement template.
A performance system will allow you to set clear goals and
expectations for your employees. It also provides a process for
ongoing feedback and discussion.
Suggested steps for developing a performance review discussion
plan
For more information on managing performance, see our online
learning courses at www.fairwork.gov.au/learning. For
visitwww.fairwork.gov.au.
Step 1: Before the discussion
Before the performance discussion, use the plan template to
record:

· Your employee’s individual performance goals for this
performance cycle, and how you think they’ve performed
against their goals.
· What you think your employee has done well.
· What you think your employee could do better.
Step 2: During the discussion
During the meeting, use the plan template to record:
· How your employee thinks they’ve performed against each of
their goals.
· Any feedback or concerns that your employee has.
· Any discussion about the employee’s career goals or future
within your business.
· Any goals that you and the employee agree on for the next
performance cycle, and the support that you’ll provide to help
the employee meet their goals (eg. training).
Also note when you and the employee will next meet to review
their performance, as well as any next steps for you and/or the
employee.
You can use the information that you record in the plan to
develop the employee’s performance agreement for the next
performance cycle.
Performance review discussion plan
Before the discussion
What were your employee’s individual performance goals for
this performance cycle and how well do you think they’ve
performed against each of their goals?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________

_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
____________
What has your employee done well?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
____________________
What could your employee do better?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________

_____________________________________________________
_____________________________________________________
_____________________________________________________
____________________
During the discussion
How does your employee think they’ve performed against each
of their goals?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_______________________
Does your employee have any feedback or concerns?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________

_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_________
Did you discuss the employee’s career goals and future within
your business?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_______________________
What individual performance goals have you and your employee
agreed on for the next performance cycle?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________

_____________________________________________________
______
What support have you agreed to provide to your employee to
help them reach their goals?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_______________________________
When will you next meet with the employee to review their
performance?
_____________________________________________________
______________
What are the next steps?
For you:
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________
For your employee:
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________

_____________________________________________________
_____________________________________________________
_____________________________________________________
______
Performance improvement plan template
You can use this template to help you develop a performance
improvement plan with your employee. We recommend that you
use this plan in conjunction with our Managing
underperformance – the initial steps checklist and
Underperformance meeting plan template.
A performance improvement plan is a document that sets out
what the problem is with your employee’s performance and
what they need to do to improve it.
This template has been colour coded to help you complete it.
Simply replace the red < > writing with what applies to your
employee and situation.
Explanatory information is shown in blue italics to assist you
and can be deleted.
Suggested steps for developing a performance improvement
plan
For more information on managing underperformance, see our
online learning courses at www.fairwork.gov.au/learning.For
visitwww.fairwork.gov.au.Step 1: Plan
Use the template to prepare a performance improvement plan
for your employee.
Begin by clearly identifying the specific area or areas in which
the employee needs to improve their performance.
Step 2: Meet with your employee
Next, explain what your employee needs to do to improve their
performance and how they can do this, along with what support
you’ll provide to them (eg. training). Also explain to them what
their responsibilties are, and what your responsibilities are.

Give your employee a reasonable time to improve their
performance and set a date or dates for further review.
Finally, explain what will happen if your employee’s
performance doesn’t improve.
Both you and your employee should sign and keep a copy of the
plan.Step 3: Monitor
Monitor your employee’s performance while the plan is in
place. Regularly check-in with your employee over that period
to discuss their progress. Step 4: Review
Meet at the times set out in the plan to review your employee’s
performance. Before these meetings, both you and your
employee should assess their performance. After these
meetings, you should update the plan to make sure it stays
current (eg. to explain what your employee still needs to
improve, and any further support that you’ll provide).
The Fair Work Ombudsman is committed to providing you with
advice that you can rely on.
The information contained in this template is general in nature.
If you are unsure about how it applies to your situation you can
call our Infoline on 13 13 94 or speak with a union, industry
association or a workplace relations
professional.PERFORMANCE IMPROVEMENT PLAN
Details
Employee name
<employee name>
Employee position and level
<position title and level>
Manager name
<manager name>

Manager position
<manager position>
Date of plan
<date plan was made>
Period of plan
<insert start date> to <insert end date>
Typically 6 – 8 weeks
Interim review date
<interim review date>
Final review date
<final review date>
Performance improvement objective: <Objective>
Describe the specific area in which the employee’s performance
needs to improve.
eg. – Objective: Timely and accurate processing of customer
orders
Required outcomes
<required outcomes>
Describe what the employee needs to do to improve their
performance to the required standard. The required outcomes
should be specific, measurable and realistic. In most cases, the
required outcomes should be described as a measurement of
quality, quantity or timeliness.
eg.
· Process all customer orders within 48 hours of receipt.
· Process at least 15 orders each day.
· Complete order-related paperwork neatly and accurately.
Strategies
<strategies>
Describe how the employee is going to meet the required
outcomes.
eg.
· Your priority task at all times will be processing customer

orders.
· If you have any questions (eg. you’re not sure how to
complete a task, or if you’re asked to complete a different task),
you must immediately raise this with your manager.
Support
<supports>
Describe what support you’re going to provide to the employee
to meet the required outcomes.
eg.
· Your manager will provide you with refresher training on the
order software.
· Your manager will meet with you each Monday to provide you
with feedback on your progress against the required outcomes.
Responsibilities
<responsibilities of all relevant parties>
Describe the responsibilities of the employee, their manager and
any other relevant parties.
eg.
Employee:
· to meet the required outcomes by the final review date.
· to participate in refresher training on the order software and
weekly feedback meetings with your manager, as well as any
other training or development activities that your manager
considers appropriate.
Manager:
· to provide you with on-the-job support.
· to provide you with refresher training on the order software.
· to conduct weekly feedback meetings.
Consequences
<consequences >

Describe the consequences if the employee doesn’t meet the
required outcomes by the final review date.
eg. If you fail to meet the required outcomes by the review date,
without a reasonable excuse, you will be given a final written
warning.
Performance improvement objective: <objective>
Repeat for additional objectives
Required outcomes
<required outcomes>
Strategies
<strategies>
Supports
<supports>
Responsibilities
<responsibilities of all relevant parties>
Consequences
<consequences>
Manager signature: Employee signature:
Date: Date:
Employee self-assessment
meeting.
performance improvement objectives?
<Employee comments>
Other comments:
<Employee comments>
Employee signature:
Print name:
Date:

Manager assessment
Manager to complete before the interim and final review
meeting.
their performance improvement objectives?
<Manager comments>
Other comments:
<Manager comments>
Manager signature: Employee signature:
Date: Date:
Learner Guide: BSBMGT502
BSBMGT502 LEARNER GUIDE 2 | P a g e Version 2.5
Version control
Version No. Date Dept. Change
1.0 11/11/2015 Training Original

2.0 03/03/2016 Training Content update
2.5 24/10/2016 Training Content update
Copyright Statement
© Copyright National Training
Disclaimer
All rights reserved. No part of this publication may be
reproduced or
transmitted in any form or by any means, electronic or
mechanical, including
photocopying, scanning, recording, or any information storage
retrieval system
without permission in writing from National Training. No patent
liability is
assumed with respect to the use of information used herein.
While every effort has been taken in the preparation of this
publication, the
publisher and authors assume no responsibility for errors or
omissions. Neither
is any liability assumed for damages resulting from the use of
information

contained herein.
Content
BSBMGT502 Unit Description
...............................................................................................
.............. 6
Application of Unit
...............................................................................................
............................... 6
Performance Criteria
...............................................................................................
............................ 6
Performance Evidence
...............................................................................................
......................... 7
Knowledge Evidence
...............................................................................................
............................ 7
Section 1 Allocate work
...............................................................................................

................. 8
1.1 Consult relevant groups and individuals on work to be
allocated and resources available ......... 8
Strategic goals
...............................................................................................
.................................. 8
Tactical goals
...............................................................................................
.................................... 8
Operational goals
...............................................................................................
............................. 8
1.2 Develop work plans in accordance with operational plans
........................................................ 10
1.3 Allocate work in a way that is efficient, cost effective and
outcome focussed .......................... 10
Methods of workplace communication
........................................................................................ 12
Communication Skills for Managers
.............................................................................................
13
1.4 Confirm performance standards, Code of Conduct and work
outputs with relevant teams and
individuals
...............................................................................................
.......................................... 14

Performance standards
...............................................................................................
.................. 14
Developing performance standards
.............................................................................................
14
Code of conduct
...............................................................................................
............................. 15
1.5 Develop and agree performance indicators with relevant
staff prior to commencement of work
...............................................................................................
........................................................... 16
What are performance indicators?
...............................................................................................
16
How to develop key performance
indicators.................................................................... ............
16
Developing Individual work plans
...............................................................................................
.. 17
Work Plan
Template.................................................................................
..................................... 17

1.6 Conduct risk analysis in accordance with the organisational
risk management plan and legal
requirements
...............................................................................................
..................................... 18
Conduct risk analyses
...............................................................................................
..................... 19
Developing contingency plans
...............................................................................................
....... 20
Section 2 Assess performance
...............................................................................................
..... 21
2.1 Design performance management and review processes to
ensure consistency with
organisational objectives and policies
..............................................................................................
21
What is Performance Management?
............................................................................................
21
Overview of performance assessment
......................................................................................... 21

The role of assessment in the performance process
.................................................................... 21
What is a performance management system?
............................................................................. 22
Essential elements of a performance management system
......................................................... 23
Follow your organisation’s policies and relevant legal
requirements .......................................... 25
What is a performance plan?
...............................................................................................
......... 26
Developing individual performance plans
.................................................................................... 26
2.2 Train participants in the performance management and
review process ................................. 28
Adequate Training
...............................................................................................
.......................... 28
2.3 Conduct performance management in accordance with
organisational protocols and time lines
...............................................................................................
........................................................... 29
2.4 Monitor and evaluate performance on a continuous basis
........................................................ 30

Observational techniques to enhance performance
.................................................................... 30
Section 3 Provide feedback
...............................................................................................
......... 31
3.1 Provide informal feedback to staff on a regular basis
................................................................ 31
3.2 Advise relevant people where there is poor performance and
take necessary actions ............ 32
3.3 Provide on-the-job coaching when necessary to improve
performance and to confirm
excellence in performance
...............................................................................................
................. 33
Excellence in performance…
...............................................................................................
.......... 33
On-the-job coaching
.................................................................................. .............
...................... 33
Developing a coaching plan
...............................................................................................
........... 33
3.4 Document performance in accordance with the
organisational performance management

system
...............................................................................................
................................................ 35
Sample coaching plan
...............................................................................................
.................... 35
3.5 Conduct formal structured feedback sessions as necessary
and in accordance with
organisational policy
.............................................................................................. .
.......................... 36
Section 4 Manage follow up
...............................................................................................
........ 38
4.1 Write and agree on performance improvement and
development plans in accordance with
organisational policies
...............................................................................................
....................... 38
Performance management in action
............................................................................................
38
4.2 Seek assistance from human resources specialists where
appropriate ..................................... 40
...............................................................................................
........................................................... 40

4.3 Reinforce excellence in performance through recognition
and continuous feedback .............. 41
4.4 Monitor and coach individuals with poor performance
............................................................. 42
4.5 Provide support services where necessary
................................................................................. 42
4.6 Counsel individuals who continue to perform below
expectations and implement the
disciplinary process if necessary
...............................................................................................
........ 44
How to conduct a counselling session
.......................................................................................... 44
4.7 Terminate staff in accordance with legal and organisational
requirements where serious
misconduct occurs or ongoing poor-performance continues
.......................................................... 45
What is underperformance?
...............................................................................................
.......... 46
Initiating and conducting
terminations........................................................................ ....

............. 46
Unfair dismissal
...............................................................................................
.............................. 47
Unlawful termination
...............................................................................................
..................... 48
Discrimination & adverse action
...............................................................................................
.... 48
References
...............................................................................................
......................................... 52
BSBMGT502 Unit Description
Application of Unit
This unit describes the skills and knowledge required to manage
the performance of staff who report to them
directly. Development of key result areas and key performance
indicators and standards, coupled with regular

and timely coaching and feedback, provide the basis for
performance management.
It applies to individuals who manage people. It covers work
allocation and the methods to review
performance, reward excellence and provide feedback where
there is a need for improvement.
The unit makes the link between performance management and
performance development, and reinforces
both functions as a key requirement for effective managers.
No licensing, legislative or certification requirements apply to
this unit at the time of publication.
Performance Criteria
1. Allocate work 1.1 Consult relevant groups and individuals on
work to be allocated and resources
available.
1.2 Develop work plans in accordance with operational plans.
outcome focused.
outputs with relevant
teams and individuals.
staff prior to
commencement of work.

risk management plan
and legal requirements
2. Assess
performance
ensure consistency
with organisational objectives and policies.
2.2 Train participants in the performance management and
review process.
2.3 Conduct performance management in accordance with
organisational protocols
and time lines.
2.4 Monitor and evaluate performance on a continuous basis
3. Provide feedback 3.1 Provide informal feedback to staff on a
regular basis.
3.2 Advise relevant people where there is poor performance and
take necessary
actions.
3.3 Provide on-the-job coaching when necessary to improve
performance and to
confirm excellence in performance.
3.4 Document performance in accordance with the
organisational performance
management system.
3.5 Conduct formal structured feedback sessions as necessary
and in accordance with

organisational policy.
4. Manage follow up 4.1 Write and agree on performance
improvement and development plans in
accordance with organisational policies.
4.2 Seek assistance from human resources specialists where
appropriate.
4.3 Reinforce excellence in performance through recognition
and continuous
feedback.
4.4 Monitor and coach individuals with poor performance.
4.5 Provide support services where necessary.
4.6 Counsel individuals who continue to perform below
expectations and implement
the disciplinary process if necessary.
4.7 Terminate staff in accordance with legal and organisational
requirements where
serious misconduct occurs or ongoing poor-performance
continues.
Performance Evidence
Evidence of the 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
➢ Monitor, evaluate and provide feedback on performance and
provide coaching or training, as
needed
➢ Reinforce excellence in performance through recognition and
continuous feedback
➢ Seek assistance from human resources specialists where
appropriate
➢ Keep records and documentation in accordance with the
organisational performance
management system
Knowledge Evidence
To complete the unit requirements safely and effectively, the
individual must:
➢ Outline relevant legislative and regulatory requirements
➢ Outline relevant awards and certified agreements
➢ Explain performance measurement systems utilised within the
organisation

➢ Explain unlawful dismissal rules and due process
➢ Describe staff development options and information
Section 1 Allocate work
1.1 Consult relevant groups and individuals on work to be
allocated and
resources available
One of the primary roles of a manager is to allocate work and
delegate tasks to staff to make sure
that the tactical objectives of the organisation are met. In turn,
managers should also ensure that
the organisation’s operational goals are met.
There are three main types of goals that organisations use as
part of their planning process, they
are:
Strategic goals
Strategic goals are statements of what your organisation would
like to achieve over the next five to
ten years. These goals are developed from the mission and
vision statement and the SWOT analysis
that you complete of the environment of the organisation.
SWOT stands for an analysis of the

Strengths and Weaknesses (i.e. strength - offer high level of
customer service) internal to the
organisation and Opportunities and Threats (i.e. market demand
in your product has led to a larger
share of the market) external to the organisation.
Tactical goals
Tactical goals and objectives must support the organisations
strategic
goals. They indicate what level of achievement is necessary in
the
departments of the organisation. For example, if the
organisations
strategic goal is to increase sales by 5% in the next year, then
the
sales staff in the sales department, for instance, may be trained
in
techniques used to enhance their customer service skills.
Operational goals
Operational goals are determined by the lowest level of the
organisation and relate to specific teams
within each department. They focus on the responsibilities of
individual employees. Using the
example where the tactical goal of the sales department is to
receive training to increase sales by
5%, individual employees then apply their new skills to ensure
that sales increases.
As a manager it is important to apply your work allocation plan
so that people working for you have
the best opportunity to meet the organisations performance
standards. There are nine steps that
you can follow to assist you in this task. The nine steps are:

1. Providing clear instruction
2. Identify and consult with key stakeholders
3. Making sure that work is allocated in alignment with
operational plans
4. To allocate work as per the organisation’s policies and
procedures and cost
effectively
5. Communicating and collaborating plans with others
6. Confirming performance requirements
7. Following performance indicators
8. Developing individual work plans
9. Undertaking risk analyses in accordance with the
organisation’s risk
management plans and legal requirements.
These steps shall now be discussed in detail.
1. Clear instructions
A good manager is a manager who has an open
door policy. Allow staff to approach and speak to

you when they have a problem. Make sure that
your staff are aware that there is a channel of
communication that they should follow before
they approach you. If they feel that this line is not
helping them, then they should approach you.
For example, staff should be made aware of the reporting
procedure for their department. For
example, if they are a part of a team and they have a problem
with another team member, they
should first try to resolve the problem with them. If this does
not work then they should discuss the
problem with the team leader. If the team leader is unable to
resolve the problem, then the
supervisor should be approached. If the staff member feels that
other avenues are closed to them,
then they should discuss the problem with you.
To give clear instructions, is to
➢ Be clear and concise when you give instructions to staff.
➢ Make sure that they are informed of the task and how long
the task should take
to perform. If there are any special requirements to the work,
inform them.

➢ Give staff time to ask questions to ensure that they
understand the instructions
given.
This can save you time as it ensures that the staff member does
not perform an incorrect task.
2. Identify and consult with stakeholder
A stakeholder is someone within the organisation that has a
direct or indirect stake in the
organisation who can be affected by the organisations actions,
objectives and policies. Key
stakeholders include:
➢ External groups and individuals
➢ External groups and individuals can include suppliers,
external training
companies and network providers. They are the people who you
can consult
with before you start a project.
➢ Internal groups and individuals. Your team knows their job
and their work area.
Ask for their opinion and listen to them when they provide
feedback.
Every decision you make as a manager will impact on how well

everyone performs. The decision will
also impact on the rest of the organisation at some level. If, for
example, you asked the opinion of
one of your team members and followed their recommendation,
they will probably take ownership
of the decision and work to the best of their capability.
1.2 Develop work plans in accordance with operational plans
3. Allocate work according to operational plans
As a manager, it is important to be aware of the skills and
knowledge each employee has. Work
should be allocated to employees based on their ability to
perform the task and according to the
organisation’s operational plans. This ensures that your team
completes their tasks correctly and
that you work within the budget allocated to the task.
External parties should also be consulted with. Most
organisations will have procedures that state
the frequency in which the parties should be contacted.
Continuous contact with suppliers for
example will let you keep abreast of special deals, who the

credible suppliers are and who to contact
to service the supply of a resource for you.
outcome
focussed
4. Allocate work as per the organisation’s policies and
procedures and cost effectively
For example, your organisation uses a Printing Company to
print
their reports. An external supplier has been chosen because it
was determined that the printing company could meet all of
their
needs better than an internal staff member. They were more
experienced in the quality required to meet their customers’
needs.
Your organisation decided at the last minute to enter a Trade
Show. This meant that demand for the printing services
increased
exponentially within a tight time frame. When you contacted

your regular supplier, you found that they were unable to supply
the printing material on time. Instead, they referred you to
another larger organisation that was running a special.
As a manager it is important not only to ensure that the person
or team allocated to perform a task
have not only got the correct skills and knowledge, but also the
capability of meeting the needs of
the operational plan. When making decisions about the
allocation of work and being cost effective,
it is important to make sure that you are aware of the resources
you have available and any time
constraints
When making decisions about the allocation of work and being
cost effective, you need to be aware
of your resources and any time restraints. Trusting work to an
employee is good for morale,
however if you are on a tight schedule it is important that you
ensure that your productivity is not
affected.
5. Communicating your plans and collaborating with others
The way in which you communicate with others will vary
according to their needs and the

organisation’s policies and procedures. For example; as a full
time manager you may prefer that
staff send you an email so you can peruse them at your leisure.
However, if an emergency arises,
they may have no choice but to call you via telephone. In a
globalised world, you will need to be
familiar with all forms of communication which include:
➢ Faxes
➢ Meetings
➢ Conference calls
➢ Memos
➢ Intranet
By developing your own communication skills, and setting up a
basic communication plan, you will
help to minimise confusing situations and unexpected obstacles
from impeding the success of your
plans.
Methods of workplace communication
The method of communication you use will vary according to

your needs. Ted, for instance is a
manager of a Linen Factory. During the busy season, he
invariably finds it hard to contact all of his
staff. This is difficult because staff in the warehouse work
three separate shifts with some of the
staff working shorter hours due to family constraints. Group
meetings will allow him to reach most
of the staff during and between shifts.
However, Ted still cannot reach the staff who work varying
hours. To ensure that he reaches these
staff, Ted always sends out a memo that must be signed by staff
to demonstrate that they have read
the memo and are aware of changes to procedures.
Instead of arranging individual meetings, it is more cost
effective to book in group meetings. Group
meetings are good for sounding out ideas and minimising
confusion. Memos and e-mails may be
more appropriate when dealing with staff that are on different
time schedules.
Individual meetings usually occur when management needs to
discuss things pertinent to that staff
member. These meetings may be about an individual’s inability
to meet schedules or performance

with other staff.
The different methods of communication can include:
➢ Group meetings
➢ Individual meetings
➢ Informal meetings
➢ Intranet and bulletin board
➢ Memo
➢ Group briefings
➢ Scheduled conference calls
➢ E-mail
Using constructive communication techniques in the workplace
For communication to be effective, it needs to be two way.
When communication is one way, in which A speaks to B,
there is no opportunity for B to ask questions to confirm or
clarify instructions.
When communication is two way, A speaks to B and B is given
an opportunity to confirm their
instructions through questioning and clarifying the instructions
they have received.

As a manager you need to give your staff members a
chance to ask questions. It is very important that the
manager responds and clarifies any questions with clear
and concise answers.
Communication Skills for Managers
➢ Attentiveness: Listening to others and being receptive to their
needs.
➢ Diplomacy: The skill to tactfully handle a delicate issue or
situation.
➢ Discretion: The ability to make wise decisions about topics
which are suitable for
discussion and dissemination and those which are not.
➢ Empathy: Showing interest in others and sensitivity toward
how they might be
feeling.
➢ Enthusiasm: A positive outlook and friendly attitude.
➢ Flexibility: The ability to compromise when necessary to
achieve the

organisation’s goals.
➢ Judgement: Being able to make thoughtful and appropriate
decisions.
When you make decisions about work allocation and the
deployment of your resources always
remember that you should make sure that you:
➢ Communicate and consult with staff members, managers and
any external stakeholders
➢ Allocate work to people with the experience, skills and
knowledge
➢ Use your knowledge of job descriptions to delegate tasks
effectively
➢ Know what your staff are doing, including increases and
decreases to their jobs.
Communicating and collaborating plans with others to develop
deadlines
Check to make sure that all of your work processes and outputs
for each department are met. Make
sure that the team is responsible for the operations of workflow
and follow your organisations
procedures to ensure that these details are communicated with
them.
For example, one of the objectives in your operational plan

might be to attract and maintain interest
in the organisations new product line. Successfully marketing
these activities to internal and
external customers is a key result area for your section. The
role then of you and your staff is to
organise the company’s resources (money, capital and
equipment) and develop action plans aimed
at realising that goal.
To develop an action plan, it is important to clarify all of the
roles of your staff with each person.
Both you and your staff member should be in agreement with
deadlines. Once deadlines have been
negotiated, then the action plan can be performed. This will
allow you to know what is going on at
all times and allows you to make sure that all deadlines are met.
outputs with
relevant teams and individuals
6. Confirming performance requirements

Performance requirements include:
➢ Performance standards means the level of performance sought
from an
individual or group which may be expressed either
quantitatively or
qualitatively.
➢ Code of Conduct means the agreed (or decreed) set of rules
relating to
employee behaviour/conduct with other employees or an agreed
(or decreed)
set of rules relating to employee behaviour/conduct with other
employees or
customers
➢ Performance indicators are the measures against which
performance outcomes
are gauged.
These performance requirements shall now be discussed in more
detail.
Performance standards
Performance standards will give you a list of each team
member’s job down to:
➢ The tasks that they have to perform

➢ The dates in which these tasks need to be completed; and
➢ The standards of performance that they must acquire.
Always pay more attention to the important jobs first. When
deciding what the performance
standards will be for a particular task, you should always
determine which actions will be a minimum
standard of acceptable performance for the task.
In most cases, you should assess your performance standards
against the following criteria:
1. Cost/budgets
2. Customer satisfaction
3. Quality
4. Quantity
5. Revenue/profit
Developing performance standards
To create a performance standard you need to know what the
task is that needs to be performed
and the minimum standard to complete the task.
Example 1
Description of task: Market seminars

Performance standard: Create, produce and distribute marketing
materials for
seminars as required.
Example 2
Description of task: Use Computer
Performance standard: Turn on program, enter log on password
and username and
open the correct program you will need to complete a
specific task.
Checklist
The Performance Standards used in my organisation are:
Achievable Clear Realistic
Agreed to Specific Time-framed
Measurable Understood
Code of conduct
A code of conduct (sometimes referred to as a code of ethics) is
a set of rules outlining the

responsibilities or proper practices for an individual or
organisation. In most cases, the code of
conduct should reflect the organisation’s mission statement.
A code of conduct is a document of overriding principles which
govern the way employees of an
organisation deal with customers, clients and each other.
Ideally the code of conduct should be tied
in to the mission statement.
A code of conduct includes:
➢ A benchmark which is something that can be measured and
judged
➢ Acceptable levels of conduct to assist the organisation in
assessing performance.
➢ A code of conduct responsive to the demands of the market
today
➢ Acceptable behaviours in the workplace of all staff, including
presentation,
legislative
Examples of codes of conduct include:
➢ Competitiveness;
➢ Excellence in customer service;
➢ Honesty in all dealings with customers and each other;

➢ Quality of work performed; and
➢ Open and honest communication.
staff prior to
commencement of work
7. Following performance indicators
What are performance indicators?
Performance indicators or Key Performance Indicators (KPIs) is
industry jargon for a measure of
performance. KPIs are commonly used by organisations to
evaluate its success or the success of a
particular activity that the organisation is engaged in. They
will differ from organisation to
organisation.
Performance indicators must
➢ Reflect the organisation’s goals
➢ Must be quantifiable
➢ Can be financial and/or non-financial
Non-financial indicators should include a range of elements,

depending on the particular
requirements and objectives of the organisation. Some common
examples include:
➢ Environmental performance
➢ Innovation
➢ Quality
➢ Social performance
An organisation can break these down into specific performance
indicators for each employee, for
example
➢ Profit per employee
➢ Revenue per employee
➢ Customer satisfaction standards met per employer
➢ Quality standards attained per employee
In this way, the performance indicators for individuals are
derived from the goals and objectives of
the section or department, which in turn support the mission and
goals of the organisation.
For example
Key result area Performance Indicator

To achieve a high level of customer
satisfaction.
More than 90% of customers surveyed are
very satisfied.
How to develop key performance indicators
Identify each step of the process and what needs to be achieved.
You need to first identify each particular step in the work
process, what must be achieved at each
step in the process as well as how it is to be achieved. For
instance, the client must recognise the
need for further education in order to provide work
opportunities.
Performance indicators need to be developed for each stage. Be
aware that some stages will
overlap. For example, what indicators need to be available to
identify the need for education?
The same process must be undertaken when developing key
performance indicators for developing
individuals. Once a list of key performance indicators for a
particular individual has been agreed to,

these should be added into that person’s performance plan.
Developing Individual work plans
Action plans must be broken down into a set of tasks and
allocated to various individuals and groups
in order to achieve the required goals. The main benefit of
undertaking this kind of detailed work
planning is to subdivide what began as a large mass of
organisational work into a set of clearly
defined and manageable units. By allocating work in this way,
you will ensure that the work of both
individuals and your section or department as a whole are
focused on the achievement of the
organisation’s strategic goals.
The purpose of a work plan is to organise several projects into
one plan in order to make
recommendations. It should include the project objective, list
of staff required, list of equipment
and facilities that are required, a breakdown of the project into
tasks and assignment, along with a
budget and a relevant schedule.
Goal: A broad statement that captures the overarching purpose
of the intervention – not
measurable. The work plan can have more than one goal.

Measurable Objectives: Realistic and tangible targets for the
intervention – objectives should relate
to the activities column of your work plan and set specific
numbers/types of activities to be
completed by a certain date. The objectives should be for the
first and second year of the
intervention.
Activities: Events or actions that take place as part of an
intervention. Activities are what is actually
done to bring about the desired effects or changes of the
intervention and are supportive of the
objectives. The activities should be for the first and second year
of the intervention.
Impact: The intended effects or changes that directly result from
the intervention. The impact
should represent the results of the first year of the intervention.
Evaluation: How the activities and impact are measured.
Includes both process and outcome
evaluation for activities and impacts in the first and second year
of the intervention. Each objective
does not need both process and outcome evaluation; however,
the entire work plan should include
both process and outcome evaluation.

Work Plan Template – Year 1
Description – In this section provide a brief overview of the
project timeframe and desired outcomes
Objective Action/Responsibility Performance
Outcome/s
Measurement Timeframe Risk Rating
Consultation
process and
allocation of
deliverables
In this section detail
the parties involved in
developing the
deliverables and
producing the desired
outcomes.

How will this be
achieved in a cost
effective and efficient
manner.
What is the desired
outcome?
Develop specific
statements of the
KPI’s or KRA’s.
When is this to be
finalised?
How will this be
measured?
Provide quantitative
benchmarks that
allow the project
deliverables to be
assessed for

effectiveness
Provide start and
end dates or
timeframes for
each area.
What is the
organisational risk for
this action?
What is the likelihood
of negative impact
and potential harm
with this aspect of the
project.
(High, Medium, Low,
Negligible.)
Time/Budget
allocation

Adherence to
organisational
standards
risk management
plan and legal requirements
Conduct risk analyses
A Risk analysis is the determination of the likelihood of a
negative event preventing the organisation
meeting its objectives and the likely consequences of such an
event on organisational performance.
No matter, how much you plan, there is always risks associated
with all work plans and projects. It is

important to take these risks in performance into consideration
allowing for all vulnerabilities (that
can then be quantified) to be worked into a suitable risk
management plan. ‘Quantification’ is the
process of determining the degree of risk in each of the
identified areas. Risks are usually graded as
high, medium or low.
Consider the following example for how risk is quantified.
Task description Risks Levels of risk
Primary tasks
Meet deadlines
Achieving sales targets
Increasing brand
Awareness
Project management
Overload/overlap of tasks
Unidentified tasks
Unforseen meetings

Fixing mistakes
Dispute resolution
Equipment issues
M
M
M
M
L
L
Secondary tasks
Technical improvement
Quality improvements
Project improvements
Team meetings
External meetings
Participating in

Organisational training
Overlap/overload of tasks
Unidentified tasks
Unforseen meetings
Fixing mistakes
Equipment issues
Dispute resolution
Change management
M
M
M
L
L

L
H
Other
Holidays
No project time
Professional
Development training
Travel
Sickness
Absence
Staff turnover/ learning curve
M
L
M

Once risks have been identified and quantified, there are a
number of mitigation strategies you can
implement to manage the risk:
Avoidance:
If the risk is too great, you may need to consider whether it is
worth
continuing on with a particular project or initiative.
Acceptance:
If the likelihood of risk is too small, you should document the
risk, but
consider continuing with the project or initiative.
Control:
For medium level risks, you should continually monitor the
risk, and develop
a contingency plan.
Deflection:
If unsure about the level of risk you might consider deflecting

or
transferring it over to a third party (i.e. outsourcing a
particular function).
Developing contingency plans
Contingency plans (otherwise known as a backup plan) is a
secondary or alternative course of action
that can be implemented if the primary plan goes wrong. This
will allow businesses to quickly adapt
to change and remain in operation, sometime with very little
inconvenience or loss of revenue.
Contingency plans are similar to operational plans in that they
cover the short term and outline
specific actions to be taken. However, the level of detail should
be kept to a minimum to ensure
there is enough flexibility to change the plan as required.
It is important that contingency plans are realistic and
capable of meeting the program and project
requirements. It is also important to ensure that any
contingency plans you develop are in line your
organizations’ risk management plan and any specific
legal requirements that may be relevant to your

organisation. Familiarise yourself with these and use
them as a guide when undertaking contingency planning.
Section 2 Assess performance
ensure
consistency with organisational objectives and policies
What is Performance Management?
Performance management is a method used to measure and
improve the effectiveness of people in
the workplace (Luecke and Hall, 2005, p.xi). Performance
Management starts with goal setting. As a
manager, you need to not only look at individual goals, but at
the group as a whole so that you can
develop and manage and develop in a way in which you can
increase the probability that you will be
able to ensure that both long and short term goals are met.
The key is ensuring that the individuals and their teams obtain a
clear and concise shared

understanding of what they are trying to achieve.
Overview of performance assessment
Now that you have established work processes, performance
standards and indicators and codes of
conduct have been established and agreed to, you need to think
about how you plan to assess and
manage performance.
To remain competitive, it is essential to make
sure that your human assets are effective.
Measuring performance allows you to
measure your team members’ ability to
apply their skills and knowledge, to work
effectively together and to use service
excellence to meet and surpass the
customer’s needs.
Assessing performance is important to all
organisations in terms of promoting
employee performance. It is not good for
any organisation to establish outcomes and

performance requirements unless they are
supported by a functional system of
assessment. As a manager you need to
manage your staff members’ performance to
see how well or badly individual staff and teams are
performing.
The role of assessment in the performance process
The management and assessment of performance is integral to
the development and success of an
organisation. It makes sure that the employees are aware of
what they are doing.
For example
Fred is employed in your organisation’s administration office.
His job involves answering customer
enquiries, processing new customers and handling complaints.
To be effective in his job, he has to
answer the phone within three rings and handle complaints

while, processing all new customer
information and entering it into organisations’ database within
24 hours of the customer’s initial
call.
You have recently been appointed as a manager and schedule a
meeting with him to see how he is
performing in the job. He tells you that he is doing well and
everything is fine. You would like to
verify this by looking at some relevant data, but you discover
that:
➢ Your organisation has no system for tracking the number of
the calls he receives
and that he processes all of the required information into the
database.
➢ You database software states exactly where information has
been entered and
by who. You can see that every new customer has spoken with
has been
entered into the database, but you have no way of knowing
whether this was
done within 24 hours of the initial call.
➢ Notes you have found from Fred’s previous supervisor
indicate that he passed

on very few customer complaints; however there is no way of
knowing whether
the amount of complaints passed on exceeded 25%.
This example illustrates why performance cannot be managed
unless an organisation puts in place a
framework and set of specific procedures for assessing
performance.
What is a performance management system?
A performance management system provides management with
the key elements for the
recruitment, assessment, appraisal, and follow up of
performance. It relies on documents and
procedures that guide management and employees through
performance and review process
supplying feedback in regards to performance issue.
For performance management to succeed, it is essential that
there is an ongoing communication
process shared by the employee and the supervisor that
establishes a clear understanding of what
each party’s expectations are including:
➢ What the employees’ essential job functions are?
➢ How employees’ can contribute to the goals of the

organisation.
➢ Having a clear and concise understanding
what “doing the job well means”.
➢ How performance can be improved.
➢ Identifying barriers and removing them.
➢ Ensuring that all parties are aware of how
performance will be measured.
Essential elements of a performance management system
The actual documents and procedures used as part of a
performance management system will vary
from workplace and consist of:
1. Clear job descriptions are created
When a new employee is employed; they are usually supplied
with a job description that is an
essential part of a performance management system. Job
Descriptions clearly state the nature of
the role, the expectations of the job, will have shown applicants
to decide if they are initially

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