Student Guide BSBMGT502: Manage people performance Units of Competency This module is comprised of the following unit of competency: BSBMGT02: Manage People Performance Elements of competence 1. Allocate Work. 2. Assess performance 3. Provide Feedback. 4. Manage follow UpBSB51915 Diploma of Leadership and Management BSBMGT502 Manage People Performance – Student Guide – reviewed January 2016 2 Contents Module description.......................................................................................................................... 3 Learning outcomes...................................................................................................................... 3 Teaching program....................................................................................................................... 3 Course requirements................................................................................................................... 3 Assessment methods and tasks.................................................................................................. 3 Assessment details ..................................................................................................................... 4 Assessment Task 1: Performance management project ........................................................... 5 Performance objective ................................................................................................................ 5 Assessment description .............................................................................................................. 5 Procedure ................................................................................................................................... 5 Specifications.............................................................................................................................. 6 Performance Review notes .................................................................................................... 14 Assessment Task 2: Class Test................................................................................................. 16 Performance objective .............................................................................................................. 16 Assessment description ............................................................................................................ 16 Procedure ................................................................................................................................. 16 Specifications............................................................................................................................ 16 Instructions:............................................................................................................................... 16 Assessment Task 3: Disciplinary process – case study.......................................................... 17 Performance objective .............................................................................................................. 17 Assessment description ............................................................................................................ 17 Case Study: ............................................................................................................................. 18 Procedure ................................................................................................................................. 20 Specifications............................................................................................................................ 21 References ................................................................................................................................... 22 Weekly schedule........................................................................................................................... 22BSB51915 Diploma of Leadership and Management BSBMGT502 Manage People Performance – Student Guide – reviewed January 2016 3 Module description This module 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. Learning outcomes Upon successful completion of this module, students will have an understanding of how 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 Teaching program This module consists of eighty (80) hours of class. Eight (8) hours per week for one term of ten (10) weeks. Course requirements To be assessed as competent for this unit of competency you must be able to do the following:  Demonstrate understanding of all learning outcomes  Successfully complete and submit all assessment tasks as requested Assessment methods and tasks Methods of assessment Through consultation with industry, the following assessment methods have been deemed appropriate for this unit. Project work Policy and Procedures and Performance Management Project Written report Disciplinary Process Class test Assess the skills and knowledge of the unitBSB51915 Diploma of Leadership and Management BSBMGT502 Manage People Performance – Student Guide – reviewed January 2016 4 Assessment details Assessment Due Assessment Task 1 Performance Management Project Week 4 Assessment Task 2 Performance Management Test Week 9 Assessment Task 3 Disciplinary Process Week 10BSB51915 Diploma of Leadership and Management BSBMGT502 Manage People Performance – Student Guide – reviewed January 2016 5 Assessment Task 1: Performance management project Student Name Id No. 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 The candidate must demonstrate skills and knowledge required to implementation performance management in a simulated workplace context. Assessment description You will be assigned to a performance team of 3 people to plan, monitor and review the performance of members of a team. To do this, you and your 2 team members will need to create a fictitious company with operational plan, a management role and worker profiles. Each performance team member will undertake a number of activities to manage the performance of one of the workers. This will include management activities such as developing work allocations, identifying KPIs, participating in several coaching role plays, undertaking performance reviews and proposing a development plan for remedying poor performance by the worker you are responsible for supervising. Upon completion, you will each be required to make a class presentation of your outcomes. Your presentation should include an overview of your role and the worker's role, work allocations, KPIs, the identified performance issues, an overview of the coaching activities and development options you considered, and a review of worker performance in relation to the expected KPIs. Procedure 1. As a team, use the company you have created and complete the operational and departmental goals of the operational plan. 2. As a team, create and develop profiles for 3 different 'workers' in that company to be 'managed' by you and your team mates (Identify job roles and departments). 3. Have your facilitator approve your team's worker profiles. 4. You must then take responsibility for one of the 'workers' and be their manager. 5. Develop individual goals, KPIs and tasks for your worker and document these in the worker's performance management plan. 6. Create three reasons why your worker is not achieving their KPIs (performance issues). You can select the reasons from the list below or develop your own:  high levels of absenteeism at performance team meetings  missing deadlines for task deliverables  poor team work  poor communication skillsBSB51915 Diploma of Leadership and Management BSBMGT502 Manage People Performance – Student Guide – reviewed January 2016 6 7. Conduct 2 coaching role plays. This will require the involvement of the other members of your Performance Team. One team member must assume the role of your worker while the other team member is an observer of the role play:  Brief the team members on the required performance (KPIs) and performance issues you have identified for your worker  Coach the team member (your worker) on the identified performance issues while being observed  Prepare a performance development plan on the basis of the outcomes of each coaching session  Prepare file notes from these coaching sessions to be placed on the worker's file  Complete a reflection sheet and your observer completes an observer sheet (refer attached templates) 8. Undertake a performance appraisal meeting with your worker (with the same team member playing the role) and complete the performance management and performance development plans and record notes or the worker's file. 9. Present your finding to the class at a time allocated to you by your assessor. Note: during the presentation, you will have access to data projection equipment and whiteboards if required. Specifications The project deliverables must include:  completed operational plan and policies relevant to the coaching sessions and presentation  completed performance management plan  evaluations from each coaching session (1 for each of 2 coaching sessions)  performance appraisal meeting notes or recordings  completed performance development plan  final presentation including: a. description of the identified work tasks and KPIs and relevant policies b. identify three performance issues and possible solutions for meeting or areas for coaching (including informal coaching) c. overall performance review of the team in terms of KPIsBSB51915 Diploma of Leadership and Management BSBMGT502 Manage People Performance – Student Guide – reviewed January 2016 7 Operational Plan Operational Goals Department Goals Progress Goal Focus KPI Reason/ Barriers Department Deliverable Goal KPI Due 1 2 3 4 5 6BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 8 Performance Management Plan Name/Position: Manager: Review Period: Reference from Operational Plan Key result area Indicator of Success/Performa nce By When Statu s Repor t Manager's comments Signature Date Staff member's comments Signature DateBSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 9 Coaching Session 1 – Observer's Evaluation Sheet Coach's Name Listener's Name Assessment Site Coaching Date/s Time/s Employee's Name Standard of performance Satisfactory Yes No Did the coach utilise the GROW model for coaching his or her employee? Did the coach identify the performance issue? Did the coach utilise a number of communication skills to reflect and clarify the employee's answers?  Active Listening  Clarifying  Summarising Did the coach ask probing questions? Did the coach allow the employee time to think before replying to questions? Did the coach use body language cues to help put the employee at ease? Did the coach acknowledge the employee during the coaching session using positive feedback? Did the coach provide constructive feedback to the employee during the session? Did the coach provide strategies for continuous improvement for the employee? Did the coach identify his or her strengths and weaknesses as a coach/manager? Did the coach identify areas for self-improvement? Comments/feedback to coachBSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 10 Coaching Session 1 – Coach's Self Reflection Sheet Coach's Name Listener's Name Coaching Date/s Employee's Name Time/s Respond to these questions with your feelings and thoughts about coaching. What was your initial reaction to the coaching exercise? What was your overall assessment of your performance as a coach? Give reasons for this assessment. What do you think were some of your strengths during the exercise? What do you think were areas where there was room for improvement? What kind of strategies can you think of to help improve your coaching skills? What do you think will be the cost of not implementing new strategies into your role as a manager? What are some valuable skills that you have learned today to help you in your role as manager/coach?BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 11 Coaching Session 2 – Observer's Evaluation Sheet Coach's Name Listener's Name Coaching Date/s Time/s Employee's Name Standard of performance Satisfactory Yes No Did the coach utilise the GROW model for coaching his or her employee? Did the coach identify the performance issue? Did the coach utilise a number of communication skills to reflect and clarify the employee's answers?  Active Listening  Clarifying  Summarising Did the coach ask probing questions? Did the coach allow the employee time to think before replying to questions? Did the coach use body language cues to help put the employee at ease? Did the coach acknowledge the employee during the coaching session using positive feedback? Did the coach provide constructive feedback to the employee during the session? Did the coach provide strategies for continuous improvement for the employee? Did the coach identify his or her strengths and weaknesses as a coach/manager? Did the coach identify areas for self-improvement? Comments/feedback to coachBSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 12 Coaching Session 2 – Coach's Self Reflection Sheet Coach's Name Listener's Name Assessment Site Coaching Date/s Time/s Employee's Name Respond to these questions with your feelings and thoughts about coaching. What was your initial reaction to the coaching exercise? What was your overall assessment of your performance as a coach? Give reasons for this assessment. What do you think were some of your strengths during the exercise? What do you think were areas where there was room for improvement? What kind of strategies can you think of to help improve your coaching skills? What do you think will be the cost of not implementing new strategies into your role as a manager? What are some valuable skills that you have learned today to help you in your role as manager/coach?BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 13 Performance Development Plan Name/Position: Manager: Review Period: Skills to be developed: How skills are to be developed: Priority (H,M,L) By When? Skills gained (Y/N) Manager's comments Signature Date Staff member's comments Signature DateBSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 14 Performance Review notesBSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 15 Attach additional notes as required.BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 16 Assessment Task 2: Class Test Student Name Id No. 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 The objective of this assessment is to enable you to demonstrate your knowledge and understanding of performance management systems within legislative and organisational guidelines. Assessment description This assessment requires the candidate to complete a test. Procedure 1. You will be given 15 minutes to read the questions 2. You are to prepare your responses within the specified time period (45 minutes) 3. Complete the questions below. If you need help with any questions, ask your assessor to explain. 4. You may not refer to any sources of information during this test Specifications  You are allowed a maximum of 60 minutes to complete the test.  Your assessor will be looking for correct answers in plain English, using clear, legible handwriting. Instructions: 1. Complete all questions as directed. 2. Use only a blue or black pen. No pencils are permitted. 3. The use of electronic translators is not permitted. 4. You must not talk at any time, including when you are leaving the test. 5. Copying and cheating is not allowed. 6. Mobile phones must be off 7. Use of calculators is permitted where required (not mobile phone options) 8. Students leaving an assessment room will be deemed to have completed their assessment and will NOT be permitted to return. 9. READ through paper first. Note: answer sheets attached.BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 17 Assessment Task 3: Disciplinary process – case study Student Name Id No. 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 The candidate must demonstrate knowledge and understanding of the process required to terminate a difficult employee. Assessment description Read the following case study relating to the discipline and termination of an employee Sam and develop a clear argument to support the decision of the Australian Industrial Relations Commission (AIRC). Conduct a risk analysis Consider relevant policies and procedures, legislation and performance management issues to support your argument. You are required to produce a written report for your manager Rob as to why your organisation lost the case. .BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 18 Case Study: Sam is a programmer at a small security company. She has recently missed a couple of deadlines on a project. Sam has been pretty upset about this. She is a diligent worker, however the organisation has started working on a new programming language and Sam is not familiar with it. You are Sam's manager and are familiar with your predecessor's methods for dealing with her. She would come out and yell at Sam and then go back to her office. Sam has a staff file that shows that there have been no verbal or written warnings recorded against her. As Sam's manager you have been managing Sam more effectively. You have been spending time to try and understand Sam's issues and have reallocated resources in order to give Sam some extra time until she is confident and competent in using the new programming language. You have not specified any timelines for a performance review to discuss progress in meeting the required standard of performance or taken notes. You have also offered extra training to her. However in a meeting about her inability to meet her latest deadline, Sam physically struck you and walked out of the office. She has not returned. Sam contacted her doctor after the meeting and was given a medical certificate claiming stress as the reason for her absence and given 7 days leave. This was sent to and received by the organisation on the day following your meeting with Sam. Sam called and verified with the Human Resources department that the certificate had been filed within the organisation's systems. Three days after your meeting with Sam you advised your supervisor that she had struck you and has since reported in ill; this advice being received from the Human Resources department. A meeting between you, your supervisor and the Human Resources department is convened and a decision is made to dismiss Sam on the basis of serious misconduct. A letter was sent by registered mail to Sam's personal mail address.BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 19 Two days later Sam filed an unfair dismissal claim with the FairWork Commission The organisation received a letter from the FairWork Commission to attend a hearing. Sam wins the hearing as no evidence was provided by the company to support its case of dismissal on the grounds of misconduct or serious misconduct. The hearing went in Sam's favour for the following reasons:  The employer failed to follow a formal disciplinary process.  There was no impartial investigation carried out.  There were no records of any notes provided by the employer to back the claims that there had been meetings and reviews. The only written evidence produced was the termination letter.  The original version of the medical certificate was not produced in the hearing by the company.  Sam produced a verified copy of her medical certificate in the hearing along with email evidence from the Human Resources department confirming that the medical certificate had been received by the organisation and entered into its files.  No documented evidence of any meetings, coaching sessions had been kept by the employer.  No performance management review or development plans were presented by the employer.  There were no copies of signed agreements reviewing Sam's progress (performance reviews and development plans) submitted by the employer.  No written documents outlining timelines were given for monitoring or reviewing Sam's progress were submitted by the employer.  No formal disciplinary hearings had taken place prior to Sam's dismissal.  Sam was not formally stood down while an investigation was carried out.  There was no physical evidence to support the serious misconduct claim that the manager has been struck as no witnesses were called to verify whether an attack had taken place.  No senior managers or Human Resource department specialists were present in any meeting where Sam was being warned of poor performance.  There was no evidence to support the claim of misconduct by Sam. The manager had not documented any written warnings in Sam's file. The only agreements that had been reached between Sam and the manager were verbal. Sam was awarded costs of approximately $5000 for lost salary and wages and a further $5,000 for emotional distress. After the decision was handed down, Rob the Senior Human Resources Manager approaches you to discuss the reasons behind the decision going in favour of Sam. Rob wants a written report on his desk by the end of the week giving the background and reasons why the decision went in Sam's favour against the organisation. As part of your brief from Rob, he would like to see a completed risk assessment identifying areas that the organisation needs to address and implement in order to prevent this type of situation occurring again. The information in the report will guide whether the organisation will pursue an appeal. Based on the findings of your report, Rob decides not to proceed with an appeal but to develop and implement a new Performance Management System.BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 20 Rob recommends that the organisation follow the two processes as outlined below to handle: a) Performance Reviews for all staff b) Disciplinary Hearings Procedure Prepare a report that outlines the reasons as to why the organisation lost its case and also what it ought to have been doing for it to have successfully defended its position against Sam's claim of unfair dismissal. In your report:  Critically analyse the case and develop a discussion paper as to why the organisation lost the case. Your analysis should include a risk analysis of the case and strategies to mitigate future risks should similar situations arise  Using examples from Sam's case, describe the conditions under which misconduct and serious misconduct may be deemed to exist  List any legislation that applies and any internal policies and procedures that may have applied in situations similar to Sam's case  Develop policies and procedures that an organisation would need to implement to avoid a similar situation occurring and to ensure that disciplinary hearings and terminations are considered to be fair and reasonable  Outline what documents would have to be developed for the organisation to evidence that it has implemented a process to support non-performing employees?  Using Sam's case as an example, describe how all steps of the performance review process and disciplinary hearing process (given to you by Rob) should have been performed as per legal requirements and the organisational policies you have developed. Include: o What should have been done at each stage o when and where assistance from HR specialists would have been appropriate o What support services could have been deployed in Sam's case o What documentation would have been appropriate at each stageBSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 21 Specifications Your assessor will be looking for:  A well-presented report addressing all the points  Demonstrated understanding of the different methods of staff discipline.  Ability to analyse flow charts .BSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 22 References Michael Tovey & Mary-Anne Uren, Managing People Performance, 2010 3rd Edition, Pearson Education Australia Weekly schedule Weekly schedule WEEK TOPICS 1 Course Introduction (PowerPoint Lesson 1) ● Allocate work –factors affecting work performance ● Benefits of performance management ● Theories of motivation Activity XY motivation 2 (PowerPoint Lesson 2) What is Performance Management Performance management systems Legislation and awards in performance management Role of manger Risk assessment Assessment 1 – Performance Management Project 3 (PowerPoint Lesson 3) Individual Performance  Assess performance – design and review processes  Ensure performance management meets organisational objectives and policy  KRAs and KPIs Assessment 1 – Performance Management Project 4 (PowerPoint Lesson 4) Coaching for performance Management tools Coaching GROW method Activity – GROW questions Activity – Coaching practice roleplay Assessment 1 – Performance Management Project 5 (PowerPoint Lesson 5)  Provide feedback –  Positive and constructive feedback  Effectively communicating  Mentoring  Activity – giving positive feedback  Activity – giving constructive feedback 6 (PowerPoint Lesson 6)  Formal Appraisal Process  Conduct formal structured feedback  Assessment 1 – Performance Management Project due  Presentations 7 (PowerPoint Lesson 7)  Manage follow up – rewarding performance  Giving continuing feedbackBSB51915 Diploma of Leadership and Management BSBMGT517 Manage Operational Plan – Student Guide – reviewed January 2017 23 8 (PowerPoint Lesson 8) The Disciplinary Process  Manage follow up – disciplinary measures  Misconduct, termination  Unfair dismissal 9 (PowerPoint Lesson 9)  Review for test  Assessment 2 Class Test - due 10 Case study Assessment 3 Case Study