The following assignment need not focus on any one practice, organisation or business. If you are currently employed then you may structure your responses using examples from that employment; or you may respond using experiences from a previous employment, or a combination of one or more. If you are not employed then your responses would include what you would see as most appropriate for that question, as if you were employed. You may use examples from personal and/or social experiences if relevant to the question. If you are not working you can also research a workplace of your choice to respond to each of the questions. Question 1 Briefly explain what are strategic and operational plans and how these plans are linked to a performance management system. (Mark 10) Question 2 a. Briefly explain what you consider to be key performance indicators. b. Explain what methods and/or processes are used within your area of responsibility that allows individuals to report KPIs to those in charge for example, line managers, team leaders. (Mark 10) Question 3 a. When is it 'best' to conduct a formal performance management session? b. Explain what considerations a practice takes into account when deciding on a 'time frame' to conduct these sessions. (Mark 10) Question 4 List and provide brief reasons for three (3) points that you would consider to be essential for a performance management system that would ensure enough flexibility to cover the range of employment situations within your area of responsibility. (Mark 10) 2 LA016454, Assignment, BSBHRM503B, Ed3 © State of New South Wales, Department of Education and Communities 2013, Version 1, July 2013 Question 5 A practice would consult with key stakeholders to gain support for the implementation of their performance management system. a. List and explain the contribution made to the implementation by three (3) stakeholders. b. Name the stakeholder and contribution. (Mark 10) Question 6 a. What are 'performance gaps' and how are these utilised to ensure the appropriate skills are provided to individuals so they are able to monitor their performance. b. Briefly explain why 'training' is not always the solution to correct a performance gap. (Mark 10) Question 7 Poor performance needs to be addressed immediately. a. Explain the steps your practice takes to monitor performance on a regular basis whereby intervention occurs to address poor performance. (Mark 10) Question 8 a. There are organisational as well as legal requirements for addressing poor performance. Provide one (1) example of an organisational requirement and one (1) legal requirement, from your area of responsibility dealing with poor performance. b. Explain how these requirements support managers with the counselling and disciplinary process within a practice. c. How do these requirements ensure proper processes were complied with when termination of employment is necessary for the failure to respond to interventions for improvement? (Mark 10) Question 9 Provide along with an example policy, an explanation on how you would recognise excellence in performance. (Mark 10) Question 10 When outcomes of performance management sessions are unable to provide immediate feedback what would be considered needed to ensure the 'record' is delivered in a constructive and positive way. (Mark 10) LA016454, Assignment, BSBHRM503B, Ed3 3 © State of New South Wales, Department of Education and Communities 2013, Version 1, July 2013 Assessment checklist I have:  Included my name, student number, unit number and assessment number  Reviewed and spell checked my document  Included a bibliography with correct Harvard referencing  Saved a copy of the assessment on my own computer