Recent Question/Assignment

ABN 94 134 836 454 - RTO Provider 91707 - CRICOS Code 03208D
Level 4, 56-58 York Street, Sydney NSW 2000 Australia Tel: +61 2 92794949 Email: info@georgebrown.nsw.edu.au Web: www.georgebrown.nsw.edu.au
Assessment
Develop and manage performance management
processes
BSBHRM512

Student Name
Student ID Term Year
Class Trainer Name
Result NYC C
I declare that all work completed in this assessment is my own.
Student Signature Date
Contents
Assessment Guidelines 3
Assessment Schedule 4
Task 1: Develop performance management processes 5
Task 2 - Implement performance management processes 9
Task 3: Coordinate learning and development 14
Elements and Performance Criteria 23
Assessment methods and tasks 24
Assessment mapping summary 25
Record of Assessment Outcome 27
References / recommended resources 28
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Assessment Guidelines
Assessment
You are advised to commence work on your assessment from week 1 and must be submitted by the due date.
1. All assessment tasks must be completed and handed in to your trainer for marking.
You also need to submit a soft copy of your assessments through the email: assignments@georgebrown.nsw.edu.au for records purposes only
2. Please read all instructions before starting each assessment.
3. Where you are required to submit documentation for an assessment, it must be attached to your assessment booklet.
4. Your trainer will not be able to assist you in answering questions. However, your trainer will address any issues concerning questions requiring further explanation.
5. You may refer to your student learner guide/student resources or any other relevant resource when completing your assessment. Do not quote directly from the notes. You should answer questions in your own words, except where it asks you to quote.
6. You have access to computers which are equipped with Microsoft suite of products and printing facility is available at nominal cost
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Assessment Schedule
Week Tasks to complete Learner Sign Trainer Sign Comments
off off / Date
Week 1 Task 1
Review of objectives, plans,
and procedures.
Week 2 Task 1
Review of written reflection.
Observation of consultation
role-plays
Week 3 Task 2
Review of plans. Observation
of presentation/ training
Written questioning.
Week 4 Task 2
Review of written reflection
Week 5 Task 3
Review of written evaluation
report. Review of training
and development plans.
Week 6 Task 3
Observation of contract
renegotiation role-plays
Comments/feedback to participant
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Task 1: Develop performance management processes
Performance objective
The student will 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.
Procedure
Part A
1. Review the following scenario:
You are the new HR General Manager at Australian Hardware. In order to help the organisation realise its strategic goals, you will need to ensure a coordinated and integrated approach to performance management across the organisation. You will need to:
• analyse organisational plans and policies
• create objectives for performance management and develop integrated processes
• consult with line managers and other management stakeholders to ensure support and smooth implementation
• plan the effective implementation of performance management processes.
In undertaking this activity you will be guided by your knowledge of building organisational capability and managing talent to achieve both shorter and longer-term organisational goals.
2. Review the Australian Hardware simulated business information provided in the Assessment Appendices and
analyse the organisational documents – such as strategic and operational plans – in order to understand the Australian Hardware simulated business, including its vision and strategic objectives. Identify objectives and policies to be addressed in integrated performance management processes that you will develop for implementation.
3. Develop at least three objectives for performance management to support the Australian Hardware organisational strategy. These objectives could address areas of performance management such as KPI setting,
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ongoing performance monitoring and management and performance appraisals. Record these objectives in the first table in the planning template provided in Appendix 1.
4. Design a process – such as methods, a set of procedures or tools – to assist managers to develop KPIs for the employees reporting to them. Ensure that the performance management process is flexible enough to cover the range of employment situations that exist within the Australian Hardware simulated business.
5. Arrange with your assessor to role-play consultation with two managers (a line manager and the Chief Operating Officer) to ensure objectives, and processes for developing KPIs are understood, agreeable and feasible for managers to implement.
Ensure you act during your consultation in a way designed to ensure support for your processes. Be prepared to demonstrate your knowledge of the role of HR in building organisational capability, contributing to the development of a learning organisation, and achieving organisational success.
Note: As a result of consultation, you may need to amend your three objectives and your process – methods, procedures or tools – to meet the needs of various manager stakeholders.
6. Plan implementation of processes related to the objectives you have developed. You may use the template in Appendix 1 to record your plan. Ensure your implementation plan includes strategies to ensure concerns of stakeholders about KPI setting and performance appraisals are addressed. Ensure you include appropriate timeframes. Your schedule should cover one financial or calendar year.
Part B
1. Prepare a 1–2page 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 policiesto your planning of processes
d. consideration and application of equal employment opportunity, privacy and confidentiality, diversity and anti-discrimination policies and legislation, as relevant to performance management
e. application of grievance procedures to your planning of processes
f. 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.
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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
• participate in role-play/s with two managers
• submit implementation planning for performance management processes
• submit a 1–2 page written reflection of process undertaken to develop and implement performance
management processes.
Your assessor will be looking for:
• analytical skills to ensure processes are practical and gather necessary information
• leadership skills to gain support for performance management processes across the organisation
• knowledge of characteristics of a learning organisation
• knowledge of policies and legislation relevant to performance management
• knowledge of grievance procedures
• knowledge of options in the design of performance management
• knowledge of role of performance management in relation to broader human resources and business.
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Appendix 1 – Performance management planning template
Performance objectives
Performance
management objectives
Action plan
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Action
Timelines
Strategy/tactics
Resources
Task 2 - Implement performance management processes 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 Assessment Appendices.
2. Review the following scenario:
3. Use the template provided in Appendix 1 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
ii. identification of performance gaps
iii. providing feedback
iv. managing talent
b. focuses on one of these four aspects of the process and give examples, introduce tools, or demonstrate skills
c. addresses storage of performance management documentation in accordance with recordkeeping policy
d. allows adequate time for managers to practise and to provide feedback.
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You are the Human Resources General Manager at Australian Hardware. You have recently planned the implementation of integrated performance management processes.
You will now need to plan and deliver manager training to assist managers to implement performance management.
Your training will need to be consistent with any processes you developed in Assessment Task 1 as well as being consistent with Australian Hardware policies and procedures. For example, if you outlined a process of biannual performance review in Assessment Task 1, your training session should not present information that is contradictory to the biannual review process.
Manager training is to be implemented nation-wide. As a first step, you will plan and deliver pilot manager training to the Wollongong managers.
The learners include:
• mangers aged 25–50 years
• managers who like to observe others before doing
• managers who have requested lots of activities.
You will then need to support managers to performance manage employees in accordance with organisational policies and procedures.
Finally, you will need to continually evaluate the effectiveness of processes against objectives for performance management.
4. Deliver training, making sure to:
a. outline the main features of the performance management process (as listed in the previous step)
b. meet the needs of your learners
c. present information that is consistent with processes you outlined in Assessment Task 1 and consistent with Australian Hardware policies and procedures
d. use a range of facilitation methods to cater for differences in learning style
e. follow the timeframe you outlined in the session plan.
Part B
1. Review the following scenario:
2. Write an email to Audrey Wu, Wollongong’s Housewares Manager to:
a. outline positive approaches to giving feedback and coaching
b. outline appropriate intervention options
c. outline a process for dispute resolution
d. outline the process for terminating the employee in case intervention is unsuccessful
e. outline the process for recordkeeping to ensure adherence to policies and legislative requirements.
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:
a. evaluate your performance
b. evaluate the effectiveness of existing performance management processes, particularly in terms of:
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A manager contacts HR with the following enquiry:
Hi
One of my sales staff is consistently late, displays poor attitude and has performed below
agreed level on his last two performance appraisals. The employee does not agree with the
rating I have given him, however.
I have tried clarifying targets and coaching. Nothing seems to work. Maybe I’m just not
delivering feedback in the right way. It’s hard not to be frustrated and I do get angry
sometimes. Actually, I feel let down and hurt because I have tried to develop the potential I
once saw in this employee.
This terrible situation is now affecting team morale.
What should I do next? I think I might need to let the employee go.
Audrey Wu
Housewares Manager, Wollongong
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
c. recommend timeframes for regular evaluation of performance management processes.
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
• submit a session plan
• submit your email to the Housewares Manager
• submit a written reflection to evaluate own performance and performance management processes.
Your assessor will be looking for:
• analytical skills to ensure processes are practical and gather necessary information
• communication and conflict-management skills to deal with grievances, disputes and disagreements
• leadership skills to obtain support and endorsement of the performance management processes across the organisation
• training, coaching, mentoring and facilitation skills using a range of methods to cater for differences in learning styles, to ensure managers are competent to manage performance
• knowledge of characteristics of a learning organisation
• knowledge of policies and legislation relevant to performance management
• knowledge of grievance procedures
• knowledge of models for giving feedback and options for skill development
• knowledge of role of performance management in relation to broader human resources and business.
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Appendix 1 – Learning and development session plan
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Timeframe
Activity
Tools/resources
Teaching or assessment strategy or approach to achieve session objectives
Session objectives
Task 3: Coordinate learning and development
Performance objective
You will need to demonstrate the skills and knowledge required to coordinate individual or group learning and development.
Assessment description
In response to a simulated business scenario, you will evaluate the effectiveness of previous development activities undertaken by an external provider. You will then develop new learning and development plans and renegotiate with providers to deliver them to an acceptable level of quality.
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Procedure
1. Review the following scenario:
2. Review the performance data in Appendix 1 of this assessment task.
3. Review the Australian Hardware simulated business information provided in the Assessment Appendices.
4. Prepare a 1–2 page report for the senior management team detailing:
a. training outcomes
b. your interpretation of the performance data
c. interventions you will undertake to rectify issues
Support your planned interventions with reference to Australian Hardware as a learning organisation and addressing performance gaps to achieve specific organisational objectives and broader long-term goals.
5. Using the template in Appendix 2, develop a training strategy and schedule to be used by Train Your Way Up to
deliver future training. Take particular care to include activities to 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.
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You are the Human Resources General Manager at Australian Hardware.
Three months of pilot training has been delivered by an external training provider to sales staff, and you are reviewing the effectiveness of the training that has been provided so far. Data gathered so far indicates the training is failing to meet targets.
You will need to develop strategies and a training schedule to ensure that the provider, Train Your Way Up, delivers effective training. You will also need to renegotiate the implementation of training with Train Your Way Up.
Consider the following training requirements agreed to by senior management team and HR at Australian Hardware.
• 4,000 sales staff to be trained, including the following characteristics:
0 an average of seven sales people per product team
0 four product teams per store
0 138 stores
• 30 trainers required
• only one person from each team may be trained at any one time
• sessions require one-day, face-to-face training
• 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.
6. Arrange with your assessor to renegotiate service agreement with training supplier.
7. Renegotiate training agreement with training supplier. Using the previously negotiated agreement provided in Appendix 3 and your planned training strategy and schedule (which you completed in step 5) as a basis, renegotiate the agreement with the supplier.
Ensure you modify the agreement in Appendix 3 and include a schedule for monitoring against objectives.
8. Consider the following negotiation information:
9. Submit the required documents for assessment as per the specifications below. Be sure to keep a copy for your records.
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As an opening position, you would like Train Your Way Up (TYWU) to take complete responsibility for the effectiveness of the training. You would like TYWU to incorporate your strategies, revised training schedule and monitoring schedule into the new agreement. You would like TYWU to pay a penalty of $100,000 (5% of the total $2 million fee) to offset costs that will be incurred by Australian Hardware as a result of the underperformance of the training program to-date.
You are willing, however, to offer an additional bonus payment of $200,000 upon successful implementation of your significant improvements to the program. Your bottom line is that this extra money (and an additional $300,000) is considered at risk if TYWU fails to meet mutually agreed targets. Such targets must include:
• completion of training of 4,000 employees
• simulated AND actual on-the-job demonstration of relevant skills as part of training assessment for all employees (an audit of training and assessment records will provide adequate proof, and line manager/assessor’s report will provide adequate proof).
You would like to ensure more regular reporting of progress and involvement of line managers in monitoring and support.
Specifications
You must:
• submit 1–2 page evaluation report on the training outcomes for senior management
• participate in a renegotiation role-play
• submit a training strategy and schedule including a monitoring schedule
• submit a modified service agreement.
Your assessor will be looking for:
• communication and conflict-management skills to deal with disputes and disagreements
• knowledge of characteristics of a learning organisation
• knowledge of role of performance management in relation to broader human resources and business.
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Appendix 1 – Performance data
Summary of initial training outcomes
Description Outcome Target
Number of employees trained in new sales model 367 4,000
Number of employees trained in sustainability practices 270 4,000
Average assessment score of trainees completing the training 90% 80%
Manager observation of trainees’ skills on-the-job (use of the new sales model; knowledge of sustainability practices) Randomised observations show that 45% of trainees apply some features of the sales model they were trained in and there is some use or mention of sustainability practices 80%
Revenue per trained $20,000 $35,000
salesperson/month
Customer awareness of sustainability 68% of customers are aware of sustainability 95%
practices practices aware
Customer experience satisfaction ratings 67% of customers report being satisfied with their Australian Hardware shopping experience 95% satisfied
Interviews with employees and level 1 feedback
Interviews with sales employees immediately after training found that sales employees:
• reported that they enjoyed training very much
• 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.
Interviews with managers
Interviews with line managers yielded the following general observations:
• Employees displayed initial enthusiasm after the training
• Employees are generally unable to transfer learning to actual interaction with customers, for example: 0 sales staff do not mention sustainability as important differentiator for Australian Hardware
0 sales staff do not follow sales model and forget to ask customers about their specific needs and possible future needs.
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Appendix 2 – Training strategy and schedule
Training objectives
Actions
Timeframe Activity: (training/assessment, coaching or other support, monitoring) Teaching or assessment strategy or approach to achieve training objectives Resources:
Trainer
(number 1–30)
Managers

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Appendix 3 – 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 up skill 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.
Service Scope
Sales model training 4,000 employees
Training on sustainability policy and relevant products 4,000 employees
3. Fees and payment terms
The schedule below details the fees and payment terms for the services provided under this agreement.
Service Fee Payment term
Total costs of training delivery $2,000,000 Paid on completion of training by the fourth quarter of FY 2014–15
4. Service level targets
Services provided under this agreement will be measured against the following performance standards and timeframes.
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Service Performance standard and timeframe
Sales model training 4,000 employees by the end of the fourth quarter of FY 2014–15
Training on sustainability policy and relevant products 4,000 employees by the end of the fourth quarter of FY 2014–15
Average assessment score 80%
5. Monitoring and reporting
Services will monitored according to the following reporting schedule.
Service Report Timing
Sales model training Summary of training Completed by the end of the fourth quarter of FY 2014–15
completion
Training on sustainability policy and relevant products Summary of training Completed by the end of the fourth quarter of FY 2014–15
completion
Average assessment score Assessment records Completed by the end of the fourth quarter of FY 2014–15
6. Dispute resolution
In the event that either party needs to raise a dispute the following process must be followed:
Issue identified
Service Agreement Sponsor from both parties
to be notified of issue
Service Agreement Sponsor from both parties to
discuss issue and agree resolution
In the event that Service Agreement Sponsors cannot agree
on a resolution the issue is to be escalated to mediation
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7. Signatures
I agree to the terms and conditions of this agreement.
Signed for and on behalf of Australian hardware HR
Australian Hardware, HR general manager
In the presence of witness S Black
David Ouspensky
Signed for and on behalf of Train Your Way Up
Train Your Way Up, Director of Training Jan Powers
In the presence of witness
David Ouspensky
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Elements and Performance Criteria
ELEMENT PERFORMANCE CRITERIA
Elements describe the essential outcomes. Performance criteria describe the performance needed to demonstrate achievement of the element.
1 Develop integrated performance- 1.1 Analyse organisational strategic and operational plans to identify relevant policies and objectives to be addressed in integrated performance-management processes
management processes 1.2 Develop objectives for performance-management processes to support organisational strategy and goals and to build organisational capability
1.3 Design methods and processes for line managers to develop key performance indicators for those reporting to them
1.4 Develop organisational timeframes and processes for formal performance-management sessions
1.5 Ensure performance-management processes are flexible enough to cover the range of the organisation's employment situations
1.6 Consult with key stakeholders about the processes and agree on process features 1.7 Gain support for implementation of the performance-management processes

2 Facilitate the implementation of performance- management processes 2.1 Train relevant groups and individuals to monitor performance, identify performance gaps, provide feedback and manage talent
2.2 Work with line managers to ensure that performance is monitored regularly and that intervention occurs as required and complies with organisational policies and legal requirements
2.3 Support line managers to counsel and discipline employees who continually perform below standard
2.4 Articulate dispute resolution processes where necessary, mediating between line managers and employees
2.5 Provide support to terminate employees who fail to respond to interventions according to organisational protocols and legislative requirements
2.6 Ensure recorded outcomes of performance-management sessions are accessible and stored securely, according to organisational policy
2.7 Regularly evaluate and improve all aspects of performance-management processes in keeping with organisational objectives and policies
3 Coordinate individual or group learning and development 3.1 Design and develop learning and development plans and strategies to encourage effective employee performance
3.2 Deliver learning and development plans according to agreed timeframes, ensuring
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ELEMENT PERFORMANCE CRITERIA
achievement of specified outcomes
3.3 Contract appropriate providers for performance development, as identified by plans
and according to organisational policy
3.4 Monitor learning and development activities to ensure compliance with quality
assurance standards
3.5 Negotiate remedial action with providers, where necessary
3.6 Generate reports to advise appropriate managers on progress and success rates of
activities
Assessment methods and tasks
Methods of assessment Through consultation with industry, the following assessment methods have been deemed appropriate for this unit.
Role-play Assessment Task 1: Observation of consultation role-plays
Assessment Task 3: Observation of service agreement renegotiation role-play
Demonstration Assessment Task 2: Observation of presentation/training
Written report Assessment Task 3: Review of written evaluation report
Portfolio of work/ simulation Assessment Task 1: Review of objectives, plans, and procedures; review of written reflection
Assessment Task 2: Review of training and development planning; written questioning in form of email response; review of written reflection
Assessment Task 3: Review of training and development plans
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Assessment mapping summary
Assessment Task Description Assessment Assessment Elements/ Performance Knowledge
number method/s PCs* evidence** evidence***
Develop performance management processes In response to a simulated business scenario, the studente will analyse business and operational plans and use information from key stakeholders to develop objectives and processes for performance management. The studente will then develop plans to implement processes. Finally, the studente will provide a written reflection on the process they undertook to complete the assessment task. 1 Review of objectives, plans, and procedures 1.1, 1.3, 1.5, 1.7 1.2, 1, 2, 3, 1, 2, 3, 5,
Review of written reflection 1.4, 7 6
Observation of consultation role-plays 1.6,
Implement performance management processes In response to a simulated business scenario, and using processes developed in Assessment Task 1, the studente will develop and implement learning and development plans for managers to undertake performance management. The studente will then answer a series of questions in order to support a manager through the process of performance managing an employee. Finally, the studente will provide a written reflection to evaluate the effectiveness of the performance management processes they have developed, trained and implemented. 2 Review of plans 2.1, 2.3, 2.5, 2.7, 3.2 2.2, 2.4, 2.6, 3.1, 1, 4, 5, 3, 4, 5
Observation of presentation/training 6, 7
Written questioning
Review of written reflection
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Assessment Task Description Assessment Assessment Elements/ Performance Knowledge
number method/s PCs* evidence** evidence***
Coordinate In response to a simulated business scenario, the student will evaluate 3 Review of written 3.1, 3.3, 1, 4, 7 -
learning and the effectiveness of previous development activities undertaken by an evaluation report 3.4, 3.5,
development external provider. The student will then develop new learning and 3.6
Review of training and
development to deliver them to plans
plans and renegotiate with suppliers andevelopment
acceptable level of quality.
Observation of contract renegotiation role-plays
* Elements and Performance Criteria are numbered using the Unit of Competency numbering system.
** Obtain number from previous table ‘Performance Evidence’
*** Obtain number from previous table ‘Knowledge Evidence’
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Record of Assessment Outcome
Student Name
Student ID
Date
Student Signature
Assessment Assessment Satisfactory Date
Number Type
Yes No
TASK 1
TASK 2
TASK 3
Comments:
I have been provided with feedback on the evidence I have provided. I have been informed of the assessment result and the reasons for the decision.
Student Signature:
The student has been provided with feedback and informed of the assessment result and the reasons for the decision
Assessor Name/Signature: Date:
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References / recommended resources
Develop and Manage performance management processes – BSBHRM512, 2015, 1st Edition, Version 1, Innovation and Business Industry Skills Council Ltd Australia, East Melbourne, VIC, Australia
Online resources
Websites:
• Chartered Institute of Personnel and Development, ‘CIPD podcasts’, CIPD, viewed September 2014, http://www.cipd.co.uk/podcasts .
• Local Government Association of South Australia, ‘Workforce Skills Audit Tool for Planning Function Employees’, lga, viewed September 2014, http://www.lga.sa.gov.au/page.aspx?u=5271 .
• ‘Simulated businesses’, IBSA, viewed September 2014, http://simulations.ibsa.org.au/ .
• Training.gov.au, viewed September 2014, http://www.training.gov.au .
Documents within websites:
• Dwyer, K., ‘Cascading performance indicators from numeric goals’, ChangeFactory, viewed September 2014, http://www.changefactory.com.au/our-thinking/articles/cascading-performance-indicators-from-numeric-goals/ .
• Dwyer, K., ‘Essentials of performance management’, Change Factory, viewed September 2014, http://www.changefactory.com.au/our-thinking/articles/essentials-of-performance-management/ .
• Dwyer, K., ‘Managing people for profit’, Change Factory, viewed September 2014, http://www.changefactory.com.au/our-thinking/articles/managing-people-for-profit/ .
• Fair Work Ombudsman, 2013, Best Practice Guide: Managing underperformance, available online, viewed September 2014, http://www.fairwork.gov.au/BestPracticeGuides/09-Managing-underperformance.pdf .
• Fair Work Ombudsman, ‘Ending employment’, Fair Work Ombudsman, viewed September 2014, http://www.fairwork.gov.au/about-us/policies-and-guides/fact-sheets/minimum-workplace-entitlements/ending-employment .
• Fair Work Ombudsman, Small Business Fair Dismissal Code, available online, viewed September 2014, http://www.fairwork.gov.au/ending-employment/unfair-dismissal .
• MindTools, ‘Stakeholder Analysis: Winning Support for Your Project’, MindTools, viewed September 2014, http://www.mindtools.com/pages/article/newPPM_07.htm .
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