MANAGE PEOPLE PERFORMANCE
CANDIDATE RESOURCE WITH SIMULATED
ONLINE BUSINESS ASSESSMENT
BSBMGT502B
Precision Group (Australia) Pty Ltd
9 Koppen Tce, Cairns, QLD, 4870
Email: info@precisiongroup.com.au
Website: www.precisiongroup.com.au
© Precision Group (Australia) Pty Ltd
BSBMGT502B
Manage People Performance
ISBN: 978-1-74238-
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Precision Group has made a great effort to ensure that this
material is free from error or omissions. However, you should
conduct your own enquiries and seek professional advice before
relying on any fact, statement or matter contained in this book.
Precision Group (Australia) Pty Ltd is not responsible for any
injury, loss or damage as a result of material included or omitted
from this material. Information in this course material is current at
the time of publication.
Table of Contents
2
3
4
5
7
Legend
Qualification Pathways
Qualification Rules
Introduction
BSBMGT502B/01 Allocate Work
Key Points
Consult relevant groups and individuals on work to be allocated and resources
available
Develop work plans in accordance with operational plans
Allocate work in a way that is efficient, cost effective and outcome focussed
Confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals
Develop and agree performance indicators with relevant staff prior to
commencement of work
Conduct risk analysis in accordance with the organisational risk management plan and legal requirements
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19
‘True’ or ‘False’ Quiz
BSBMGT502B/02 Assess Performance
Key Points
Performance management and review processes are designed to be consistent with organisational objectives and policies
Train participants in the performance management and review process
Conduct performance management in accordance with organisational protocols and time lines
Monitor and evaluate performance on a continuous basis
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27
‘True’ or ‘False’ Quiz
BSBMGT502B/03 Provide Feedback
Key Points
Provide informal feedback to staff on a regular basis
Advise relevant people where there is poor performance and take necessary actions
Provide on-the-job coaching when necessary to improve performance and to confirm excellence in performance
Document performance in accordance with the organisational performance
management system
Conduct formal structured feedback sessions as necessary and in accordance with organisational policy
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‘True’ or ‘False’ Quiz
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BSBMGT502B/04 Manage Follow Up
Key Points
Write and agree performance improvement and development plans in accordance with organisational policies
Seek assistance from human resources
specialists where appropriate
Reinforce excellence in performance through recognition and continuous feedback
Monitor and coach individuals with poor
performance
Provide support services where necessary
Counsel individuals who continue to perform below expectations and implement the disciplinary process if necessary
Terminate staff in accordance with legal and organisational requirements where
serious misconduct occurs or ongoing poor-
performance continues
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Use considered risk taking
in your ‘grey’ area
‘True’ or ‘False’ Quiz
Summary
Bibliography
Assessment Pack
...and others will
follow you!
Legend
This symbol indicates the beginning of new content. The bold title matches the content
of the competency and they will help you to find the section to reference for your
assessment activities.
Activity: Whenever you see this symbol, there is an activity to carry out which has been
designed to help reinforce the learning about the topic and take some action.
This symbol is used at the end of a section to indicate the summary key points of the
previous section.
This symbol is used to indicate an answer to the Candidate’s questions or notes to assist
the Facilitator.
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Qualification Pathways
“There are always two
choices. Two paths to
take. One is easy. And
its only reward is that
it’s easy”. Source Unknown
This unit of competency is provided to meet the requirements of BSB07 Business Services
Training Package although can be used in a range of different qualifications. The BSB07 Business
Services Training Package does not state how a qualification is to be achieved. Rather, Registered
Training Organisations are required to use the qualification rules to ensure the needs of the
learner and business customer are met. This is to be achieved through the development of
effective learning programs delivered in an order which meets the stated needs of nominated
candidates and business customers.
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Qualification Rules
“You’re either part of
the solution or part
of the problem.”
Eldridge Cleaver
Qualification requirements include core and elective units. The unit mix is determined by
specific unit of competency requirements which are stated in the qualification description.
Registered Training Organisations then work with learners and business customers to select
elective units relevant to the work outcome, local industry requirements and the qualification
level.
All vocational education qualifications must lead to a work outcome. BSB07 Business Services
Training Package qualifications allow for Registered Training Organisations (RTOs) to vary
programs to meet:
Specific needs of a business or group of businesses.
Skill needs of a locality or a particular industry application of business skills.
Maximum employability of a group of students or an individual.
When packaging a qualification elective units are to be selected from an equivalent level
qualification unless otherwise stated.
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Introduction
“Whether as an
individual, or as part of
a group, real progress
depends on entering
whole-heartedly into
the process and being
motivated to make you a
more deeply satisfied
human being.”
Source Unknown
This unit of competency is all about being able to improve the performance of your workplace
and its employees. It will help you with the skills you need to demonstrate competency for
the unit BSBMGT502B Manage People Performance. This is one of the units that make up
Certificates in Business.
This manual is broken up into four distinct sections. They are:
1.Allocate Work
2.Assess Performance
3.Provide Feedback
4.Manage Follow-Up
At the conclusion of this training you will be asked to complete an Assessment Pack for this unit
of competency. The information contained in this resource will assist you to complete this task.
On conclusion of this unit of competency you will have demonstrated your ability to establish,
maintain and evaluate the organisation’s performance management policies, procedures and
systems in your relevant work area.
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PART 1:
Allocate Work
Key Points Section 1
When work is allocated and resources deployed, it is imperative that an
organisation consults with other staff.
Work should be allocated in accordance with an operational plan.
Allocation of work should be cost effective to the organisation.
Performance standards are agreed on before work is confirmed.
Performance indicators give an idea of what is required of a company’s staff.
Risk analysis should be performed to ensure that organisation risk, in relation
to work, is taken into account.
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Part 1: Allocate Work
Allocating Work
If business is made up of individuals working together as a team or number of teams in an
organised fashion to achieve objectives, then the allocation of work is a very important factor.
Generally speaking, like many initiatives it is driven from the top down and implemented or put
into action from the bottom up.
Therefore, the Chief Executives will oversee the activities of the organisation. Each manager
or supervisor is responsible for the organisation of his/her own department. The manager or
supervisor then manages the work load by allocating the work among their teams.
This is the challenge – managing to distribute work evenly to the best people to get the
required standard and quantity in the desired time. In the past decisions on work allocation
were usually taken after consideration was given to seniority and experiences, gender and/or
qualifications and experience, suitability and eligibility. These criteria do not necessarily mean
that the chosen were well-suited for the job or the job for them.
When a given job or task is seeking new or replacement staff, the selection criteria usually
includes their:
Qualifications
Experience
References
Performance when interviewed.
The job specification for the tasks details their:
Aptitude
Versatility
Assessments
How they will fit into the existing team.
Job Analysis is used to identify or determine:
Skill levels.
Compensable job factors
Work environment (e.g., hazards; attention; physical effort)
Responsibilities (e.g., fiscal; supervisory)
Required level of education (indirectly related to salary level).
Once the team member is in place, the manager or supervisor is then able to plan how to
allocate the work, taking into account the variations in skills, experience and abilities of their
team.
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Part 1: Allocate Work
Team meetings are a good starting point. Of course the accountability for the project will
always rest with the manager or supervisor. They must attain the greatest efficiency, cost
effectiveness and still achieve the quality and goals.
Planning the work allocation with the team, better ideas may emerge, opportunities for training
less capable staff emerge and a better overall result may be achieved. The team has ‘buy in’.
At this point the manager or supervisor has the opportunity to tie the work to be completed to
the overall organisational goals. This will give the team their reason for accomplishing the work
in the way intended. They will better understand their importance in the ‘bigger’ picture and
how each contribution they make impacts on the organisation – and their job!
Once the ideas have been heard, the expectations can be described. These are called
performance standards and are used as measures to gauge the standard and success of the
work. Performance standards define the level of performance sought of an individual or group
which may be expressed either quantitatively or qualitatively. Without clear standards, the
team will not know the expectations of the organisation and this makes it almost impossible to
meet or exceed expectations.
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Part 1: Allocate Work
Performance Standards
‘Planning’ is setting the expectations and goals for groups and individuals to focus their efforts
toward achieving organisational objectives. It also includes the measures that will be used to
determine whether expectations and goals are being met. Involving employees in the planning
process helps them understand the goals of the organisation, what needs to be done, why it
needs to be done, and how well it should be done.
Identify the purpose of the job or task. Next, you need to identify the major duties within that
job or task and develop resources (including human resources – do you have enough workers
or will you need to employ external staff?), timelines (which may require production of a Critical
Path Analysis). When you have detailed the individual tasks, you can then identify the goals and
measures. The measures confirm your achievement or lack of achievement.
At this stage the measurement begins. You are able to measure budget against costs, timeframes
and resources and make adjustments if necessary.
Once determined, it is advisable to take the performance standards back to those involved in
production. Ensure they are clear in their understanding and agree that they are achievable
with a little stretch to motivate.
This is an opportunity to reintroduce the Code of Conduct to current staff, reminding them
of their responsibilities. It is also a good time to reinforce to new staff that may have just
completed induction or be employed only for the term of the job. At the completion of this
stage, all staff should be very clear on the expectations of them, goals, how it fits into the
organisational achievement and outputs.
Performance Indicators are then able to be created. You are again trying to place the tasks and
jobs within the context of the organisation:
What is the organisation attempting to achieve?
What contribution can this task be expected to make?
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Part 1: Allocate Work
The ‘E’ in the SMARTER acronym can represent any word that is appropriate to meeting your
goal. “Exciting”, Enjoyable’, Ethical or ‘Enduring’ are all words that evoke an image. Use according
to the image you want the recipient to ‘see’.
A simple rule when communicating your standards is to be SMARTER. They must be:
SMARTER
Specific
S
M Measurable
A Agreed
R R e a li s t ic
T Time-bound
E Ethical
R Recorded
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Part 1: Allocate Work
Finally, conduct a “reality check” to make sure the standards are realistic, complete and
understood. It is also an exercise in getting the employee to ‘buy-into’ the work for the rating
year.
Here are some reminders that may prove helpful in getting ‘buy-in’:
Provide your employee with a copy of the DRAFT standards. Ask him or her to review
them and make suggestions. Give the person at least a day to review them and put
together his or her ideas.
Ask your employee to suggest anything that he or she may need to accomplish the
work in the performance plan. Remember employees may need a course in forecasting,
a visit to another activity which has recently successfully completed the review for
accreditation, or increased computer memory or speed to work with the forecasting
software, etc.
Address your expectations, specifically in terms of what would be exceptional
performance. Well over 90% of employees want to excel in their jobs. So set the bar
high and be clear in what you are seeking. Most employees will willingly work to the high
standards.
Risk Analysis
Risk Analysis is a 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.
Risk Assessment:
Evaluating hazards and the likelihood of exposure to those hazards, and then estimating the
resulting impact, provides a framework for understanding the potential impact. Key questions
to ask:
What are the factors that result in risk to the organisation?
What is the likelihood of harm?
How much harm could occur?
How much can that harm be reduced by various intervention strategies?
Risk Management:
Using all information gathered to evaluate policy options, results of the risk assessment are
considered along with cost, feasibility, and the social impact of implementing certain policies
to identify, select, and implement measures to reduce the identified risk.
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Part 1: Allocate Work
Risk Communication:
Communication of results is essential to the continued communication among risk assessors and
stakeholders. Risk assessors and managers must communicate to ensure that all stakeholders
fully understand the process of, and information generated by, the risk analysis.
Risk Analysis Process
1. Identify the impact of threats to critical assets: The
analysis team defines impact
descriptions for threat outcomes (disclosure, modification, loss, destruction, interruption).
The impact description is a narrative statement that describes how a threat ultimately
affects the organisation’s mission.
Risk broadens the view of threat by considering how threats ultimately affect an
organisation. Here, you create and record descriptions of potential impacts that can
result from threats to your critical assets. As you do this, you establish the link among
assets, threats, and what is important to your organisation (i.e., your business objectives),
providing you with a basis on which you can analyse your situation and potential
measures to be undertakes.
“Talk less
- you will
automatically
learn more, hear
more, see more
and make fewer
blunders.”
Mark McCormack
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Part 1: Allocate Work
Consider impact in the following areas:
Reputation/customer confidence
Safety/health issues
Fines/legal penalties
Financial
Productivity.
2. Create risk evaluation criteria: The analysis team creates evaluation criteria to define
what constitutes a high, medium, and low impact and the measures. The organisation’s
tolerance for risk is then measured. Prioritise the known risks, as all risks cannot be
mitigated due to constraints
3. Review relevant background information to help define evaluation criteria. Such
information includes the following:
Strategic and/or operational plans outlining major business objectives
Legal requirements, regulations, codes of conduct and standards with which
the organisation must comply
Information related to information security and information protection
Results from other risk management processes used by your organisation.
Some organisations will have risks that could result in a loss of life, but others
will not. The contextual nature of evaluation criteria is the reason every
organisation must define its own criteria and why you need to review relevant
background information.
4.Evaluate the impact of threats to critical assets: The combination of a threat and the
resulting impact to the organisation defines the risk to the organisation. The analysis
team reviews each risk and assigns it an impact value (high, medium, or low).
The consequence that ultimately matters in risk is the resulting impact on the organisation
due to a threat. Impact describes how the organisation would be affected based on the
following threat outcomes:
Disclosure of a critical asset
Modification of a critical asset
Loss/destruction of a critical asset
Interruption of a critical asset.
5. Create a risk profile: Append the impact values in the threat profile and record the
range on the risk profile high to medium.
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If you have difficulty using the evaluation criteria as you evaluate the impact descriptions,
then one of the following might be occurring:
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Part 1: Allocate Work
The impact description might be too vague to enable you to match it to the evaluation
criteria. If this is the case, you need to refine the impact descriptions by making them
more specific.
The evaluation criteria might not be specific enough to enable you to assign measures
to impact descriptions. In this case you need to refine the evaluation criteria by making
them more specific.
Responsible organisations will have a risk management plan. This may originate with the
organisational policies or be in response to legal requirements.
“Never forget that
life can only be
nobly inspired and
rightly lived if you
take it bravely and
gallantly.” Annie Besant
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Part 1: Allocate Work
Activity One
Using the methods outlined in this section, create a list of critical elements in your job.
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Part 1: Allocate Work
Section 1 - ‘True’ or ‘False’ Quiz
Please tick
True
False
The process teams create evaluation criteria that will be used to
evaluate the risks to the organisation.
By planning the work allocation without other input, the
Manager may have better ideas and a better overall result may
be achieved.
The combination of a threat and the resulting impact to the
organisation defines the risk to the organisation.
Risk broadens the view of threat by considering how threats
ultimately affect an organisation.
The first step is to create a risk profile by appending the impact
values in the threat profile and recording the range on the risk
profile high to medium.
Quantitative assessments usually identify a high, medium, or low
level of risk.
Setting the expectations and goals for groups and individuals
distracts focus from achieving organisational objectives.
Once the team members are in place, the manager or supervisor
is then able to plan how to allocate the work, taking into account
the variations in skills, experience and abilities of their team.
You do not need to review relevant background information to
help you define evaluation criteria.
You need to review relevant background information to help you
define evaluation criteria.
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