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Learner Instructions 1
(Develop performance management processes)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
Performance objective
You will need to demonstrate the skills and knowledge required to develop integrated
performance management processes.
Assessment description
In response to a simulated business scenario, you will analyse business and operational
plans and use information from key stakeholders to develop objectives and processes for
performance management. You will then develop plans to implement processes. Finally,
you will provide a written reflection on the activities you undertook to complete the
assessment task.
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Procedure
Part A
1. Review the following scenario:
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Performance objectives
Performance
management
objectives
Action plan
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Part B
1. Prepare a 1–2 page written reflection on the activities you have undertaken during
this Assessment Task to develop performance management processes and plan
implementation. Ensure you explain your planning choices with respect to:
a. relevance to specific organisational goals and the broader role of performance
management in building organisational capability
b. characteristics of learning organisations
c. application of policies to your planning of processes
d. application of grievance procedures to your planning of processes
e. discussion of design options chosen or ruled out to build organisational
capability and meet the needs of the organisation.
2. Submit the required documents for assessment as per the specifications below. Be
sure to keep a copy for your records.
Specifications
You must:
● submit three objectives for performance management
● submit at least one example of a process for KPI setting such as a procedure or tool
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● leadership skills to gain support for performance management processes across the
organisation
● knowledge of characteristics of a learning organisation
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Learner Instructions 2
(Implement performance management processes)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
Performance objective
You will need to demonstrate the skills and knowledge required to facilitate the
implementation of performance management processes through the delivery of training to
managers.
Assessment description
In response to the Australian Hardware simulated business scenario, you will develop
and implement training for managers who are responsible for performance management.
The training will need to be consistent with processes developed in Assessment Task 1
as well as consistent with Australian Hardware policies and procedures.
You will then answer a series of email questions in order to support a manager through
the process of performance managing an employee.
Finally, you will provide a written reflection to evaluate the effectiveness of the
performance management processes you have developed, trained managers in and
implemented.
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Procedure
Part A
1. Review the Australian Hardware simulated business information provided in the
addition information segment.
2. Review the following scenario:
3. Use the provided table to plan training for Wollongong managers. Remember to
plan objectives for the training and to monitor success against objectives (plan to
conduct some form of test or evaluation of the training). Remember to plan
strategies for winning the support of managers for implementing processes. You will
plan a 20–30 minute session that:
a. briefly outlines the main features of the performance management process,
such as:
i. regular monitoring of performance
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Session
objectives
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Part B
1. Review the following scenario:
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Ensure you refer to any relevant policies and legislation, including specific reference
to anti-discrimination, privacy and industrial relations legislation.
Part C
1. Prepare a written reflection in which you evaluate:
a. your performance
b. the effectiveness of existing performance management processes, particularly
in terms of:
i. the level of guidance for dealing with underperforming staff
ii. their ability to help managers achieve the short- and long-term strategic
aims of the organisation.
Remember to evaluate processes in light of your knowledge of the characteristics of
learning organisations and the broader role of HR in achieving business objectives.
2. Submit the required documents for assessment as per the specifications below. Be
sure to keep a copy for your records.
Specifications
You must:
● deliver a simulated training session to managers
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● knowledge of models for giving feedback and options for skill development
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Learner Instructions 3
(Coordinate learning and development)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
Performance objective
You will need to demonstrate the skills and knowledge required to coordinate individual or
group learning and development.
Assessment description
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Procedure
● only one person from each team may be trained at any one time
● staff need to be completely up-skilled and performing to targets within six months.
First, however, you will need to prepare a report for the senior management team to
explain the results and your planned actions, one of which is to ensure line managers
participate in regular monitoring and support of employees to apply sales training on the
job.
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ensure that line managers monitor the employee’s application of sales training.
Prepare to discuss strategies in negotiations with training supplier in order to
incorporate these into a revised agreement.
Training
objectives
Actions
5. Arrange with your assessor to renegotiate service agreement with training supplier.
6. Renegotiate training agreement with training supplier. Using the previously
negotiated agreement provided in additional information segment and your planned
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training strategy and schedule (which you completed earlier) as a basis, renegotiate
the agreement with the supplier.
Ensure you modify the agreement and include a schedule for monitoring against
objectives.
7. Consider the following negotiation information:
8. Submit the required documents for assessment as per the specifications below. Be
sure to keep a copy for your records.
Specifications
You must:
● submit 1–2 page evaluation report on the training outcomes for senior management
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The Business
The Market
Target market: The market has been divided into three target markets or segments:
home improvers; DYIs; tradespeople.
Marketing strategy: Australian Hardware takes a two-pronged strategic approach
characterised by product and service differentiation along with select targeted marketing
activities.
The Future
Vision statement: within five years, Australian Hardware will lead the hardware and
home-improvement market in Australia.
Strategic directions: The Australian Hardware strategic directions are:
● increase sales revenue and gross profit
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Key Personnel
Current staff
Position Name
Required staff
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Recruitment options
Australian Hardware will deploy targeted advertising in trade magazines and online using
organisations such as Seek.com.
Australian Hardware will undertake an investigation of competitor wages and seek to
match or better.
Training programs
Australian Hardware will offer a range of ongoing training options to meet business
requirements and develop staff skills in the following areas:
● sales training ● community sensitivity training
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Australian Hardware will focus on training and development opportunities for existing
staff.
Performance management will focus on individually tailored development goals in line
with business expectations.
Australian Hardware will undertake investigation of competitor wages and seek to match
or better if viable from a budgetary perspective.
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Board of
Directors
CEO
Human
CFO COO Marketing Resources
Store Managers
x138
Sales Sales Sales Sales General Sales Checkout Administration Staff and
Consultant Consultant Consultant Consultant Assistants Staff HR officers
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Operational Plan
Business locations
Australian Hardware stores are located around Australia in the major cities and in the
larger regional centres. In areas experiencing growth in population and significant
growth in residential building, the demand for products sold by Australian Hardware is
considered likely to grow. These areas are targeted by Australian Hardware for either
expansion of any existing stores or the building of a new store if none exists.
Process
National marketing campaigns, warehouse look and feel, marketing mix, policy,
preferred suppliers and strategic directions are set by the board of directors and
senior management.
Strategic directions set at the national level cascade to individual warehouses and
are reinterpreted by general managers to match local conditions at the store level. All
staff KPIs and targets for performance management reflect national and store
strategic directions.
Each Australian Hardware store is run in most operational respects as an
independent business. Each store generally buys stock from approved suppliers;
however, where appropriate, store general managers have discretion to buy products
to suit local market conditions. Store general managers hire and train local staff and
have wide discretion to participate in community events and sponsorships.
Suppliers
Australian Hardware will endeavour to maintain good relations with suppliers through
regular owner-level contacts as required. Australian Hardware suppliers provide
credit terms of 30 days, to which Australian Hardware will strictly adhere.
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In addition to maintaining good relations with current suppliers, Australian Hardware
will continue to identify new sources of products that will appeal to the evolving needs
of targeted segments.
All suppliers to Australian Hardware are subject to regular audit by quality assurance
staff to ensure that they meet the standards outlined.
These standards include:
● financial viability
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Product/ Description Average
service Price/unit
Trading hours
Communication channels
Australian Hardware accepts cash and all major credit cards and debit cards.
EFTPOS is available in all warehouses.
Credit policy
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Anti-discrimination Policy
● breastfeeding ● sexuality
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Reasonable adjustments
Reasonable adjustments are changes that allow people with a disability to work
safely and productively.
Australian Hardware will make reasonable adjustments for a person with a disability
who both:
● applies for a job, is offered employment, or is an employee
● providing telephone typewriter (TTY) phone access for employees with hearing
or speech impairments
● purchasing screen reading software for employees with a vision impairment
● approving more regular breaks for people with chronic pain or fatigue
When thinking about reasonable adjustments Australian Hardware will weigh up the
need for change with the expense or effort involved in making it. If making the
adjustment means a very high cost or great disruption to the workplace, it is not likely
to be reasonable.
In some cases Australian Hardware can discriminate on the basis of disability, if
either:
● the adjustments needed are not reasonable
● the person with the disability could not perform the genuine and reasonable
requirements of the job even if the adjustments were made.
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2. If the unwelcome behaviour continues, contact your supervisor or manager for
support.
3. If this is inappropriate, you feel uncomfortable, or the behaviour persists,
contact another relevant senior manager. Employees may also lodge a
complaint with the Australian Human Rights Commission, or the Fair Work
Ombudsman.
Employees should feel confident that any complaint they make is to be treated as
confidential as far as possible.
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4. Interview witnesses, separately.
5. Keep records of interviews and the investigation.
6. Interview the alleged harasser, separately and confidentially and let the alleged
harasser know exactly what they are being accused of. Give them a chance to
respond to the accusation. Make it clear they do not have to answer any
questions; however, the manager will still make a decision regardless.
7. Listen carefully and record details.
8. Ensure confidentiality; minimise disclosure.
9. Decide on appropriate action based on investigation and evidence collected.
10. Check to ensure that the action meets the needs of the complainant and
Australian Hardware.
11. If resolution is not immediately possible, refer the complainant to more senior
management. If the resolution needs a more senior manager’s authority, refer
the complainant to this manager.
12. Discuss any outcomes affecting the complainant with them to make sure you
meet their needs where appropriate.
Possible outcomes
Following the investigation, if management finds the complaint is justified, then
management will discuss with appropriate outcomes with the complainant which may
include:
● disciplinary action to be taken against the perpetrator (counselling, warning or
dismissal)
● staff training
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Remuneration and Performance Appraisal Policy
Definitions
Remuneration will comprise base salary, an ‘at risk’ performance pay component,
employer guarantee superannuation, and motor vehicle allowance where this is
included in an employee’s employment package. The total of these components
make up the employee’s remuneration package.
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Underlying modern award
Staff covered by the relevant underlying modern award, will be paid no less than the
rate of pay set out in that award for the relevant position.
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Performance appraisals
Performance appraisals will be conducted on a six-monthly (biannual) basis: in late
July/early August, and in late January/early February. Further information on
performance appraisals can be found in the next policy: Performance Management
Policy.
The outcomes of this review will be the finalisation of the performance outcomes for
the previous financial year period ending June. This review will also include
discussion and sign-off of the performance plan for the coming financial year
commencing July 1.
The January/February review is to assess progress towards the achievement of the
employee’s performance plan targets.
The appraisals also provide a formal avenue for employees and their
managers/supervisors to discuss issues relating to or affecting the employee’s job
performance and to discuss and clarify the manager’s/supervisor’s expectations of
the employee and vice versa. It is also an opportunity to discuss remuneration and
employee training and development needs and opportunities.
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Performance Management Policy
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Roles and responsibilities
Managers will:
● carry out biannual formal performance review discussions
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● continuous monitoring of the employee’s performance.
1. Annual discussion
The annual discussion is a key step in the performance review process. Essentially,
this step involves compiling all the information collected and assessed throughout the
year relating to the employee’s performance. However, there should be no surprises
in this discussion; it is merely a summary and review of the informal and formal
reviews conducted throughout the year.
The key elements of the annual discussion are to:
● reflect on performance during the year
● clarify key responsibilities of the role and review the job description
● set agreed targets and performance standards for the next six months
2. Documentation
The performance review documentation is important for recording the standards,
targets and development plans that are agreed upon during the performance review
process. It is important to use the correct forms to maintain the integrity of the
information, and to help the manager and employee ensure that the review is
completed correctly.
3. Timing
Employee performance is to be formally reviewed every 12 months with a follow-up
review six months into the financial year. A new plan should be completed at each
annual appraisal discussion.
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Flow chart of the performance review process
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Manager’s comments:
Signature: Date:
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Staff member’s comments:
Signature: Date:
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Disciplinary Policy
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Procedure
1. Australian Hardware will advise the employee of any shortfall in their
performance. The manager will advise the employee in clear terms what they
see as the performance problem or the unacceptable conduct. To highlight the
deficiency the manager should use specific examples, and refer to the correct
policy or procedure. The employee should be given an opportunity to respond.
2. Once the employee has responded, the manager will consider their response
and decide if performance improvement action should be taken. Australian
Hardware will provide support such as training where appropriate.
3. If the employee is given a verbal warning, the manager should make a note of
it, date it and sign it.
4. The manager will allow the employee to respond before making a decision and
consider the employee’s responses. The manager should determine whether
the issue requires a written warning or a performance management meeting.
The employee may have a support person present at such meetings.
5. If a written warning is to follow, the manager is to:
○ document it and give the employee a copy
○ give the employee the opportunity (and their support person the
opportunity) to sign the warning
○ keep a copy on file.
6. The warning (written or discussed in a meeting) must clearly define:
○ the deficiency
○ a clear explanation of the expected standard
○ by when the employee needs to achieve the standard
○ how the business will help the employee achieve the improvement
required
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Serious misconduct
Summary (instant) dismissal for gross or very serious misconduct may be necessary,
depending on the circumstances. Management should seek advice before taking this
step.
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Grievance Policy
Australian Hardware supports the right of every employee to lodge a grievance with
their manager if they believe a decision, behaviour or action affecting their
employment is unfair. An employee may raise a grievance about any performance
improvement action taken against them.
Where a grievance may contravene Australian Hardware’s equal employment and
opportunity (EEO) policy or where the grievance constitutes bullying, discrimination or
harassment, the grievance should be resolved in accordance with the procedures
outlined in the Anti-discrimination policy.
We aim to resolve problems and grievances promptly and as close to the source as
possible. When necessary, Australian Hardware will escalate a grievance to the next
higher level of authority for more discussion and resolution, and continue escalating it
to the level above until it is resolved.
Managers will do their utmost to action grievances objectively, discreetly and
promptly. Be aware that grievances that are misconceived, vexatious, and lacking
substance may result in disciplinary action being taken against the employee lodging
the grievance.
Procedure
1. The employee should try to resolve the grievance as close to the source as
possible. This can be informal and verbal. At this stage, every possible effort
should be made to settle a grievance before the formal grievance process
starts. If the matter still can’t be resolved, the process continues and becomes
formal.
2. To start the formal grievance, the complainants must fully describe their
grievance in writing, with dates and locations wherever possible and how they
have already tried to settle the grievance.
3. The person/s against whom the grievance/complaint is made should be given
the full details of the allegation/s against them. They should have the
opportunity and a reasonable time to respond in writing before the process
continues.
4. A manager should have a discussion with both parties in an effort to resolve the
grievance at the workplace level.
5. If the grievance still can’t be resolved, refer the matter to the most senior
manager for consideration and a final decision. A grievance taken to this level
must be in writing from the employee.
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Should the issue recur, a review may be undertaken at any stage thereafter by the
most senior manager or owner. Further reviews may be held if required.
Performance data
● had thought the training and assessment would be much more difficult than it
turned out to be
● found the ten question multiple choice assessment easy and convenient
● are not sure if they would be able to apply knowledge in face-to-face dealings
with customer.
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Service agreement
1. Service Agreement
Service Agreement dated: 3 January 2014
Between
Train Your Way Up
Service Agreement Sponsor – Director of studies for Train Your Way Up, Jan Powers
And
Australian Hardware Human Resources
Service Agreement Sponsor – Susan Black, Human Resources General Manager
2. Scope of services
Sales training to upskill sales staff in the new sales model:
1. Greet the customer.
2. Proactively ask questions to identify the customer’s needs.
3. Present possible solutions and discuss sustainable or environmentally friendly
options where relevant.
4. Close sale and facilitate transaction.
5. Follow up to maintain customer relationship, gather feedback and lay
foundation for repeat business.
Service specifications
The table below describes the services to be provided under this Services
Agreement.
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Service Scope
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6. Dispute resolution
In the event that either party needs to raise a dispute the following process must be
followed:
Issue identified
7. Signatures
I agree to the terms and conditions of this agreement.
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