Assessment Submission Cover Sheet (VET)
Student Information To be completed by Student
Student Name Click here to enter text. Student ID Click here to enter text.
Program/Course Information To be completed by Student
Department BDIT, Business Studies
Group/CRN/Block Teacher Name Maryann Davies
Qualification Code BSB50415
BSB51215
FNS50915
HLT57715 Qualification Title Diploma of Business Administration
Diploma of Marketing
Diploma of Banking Services
Diploma of Practice Management
Subject/Unit Code
(if cluster, list all the clustered subjects/units) BBMGT502 Subject/Unit Title
(if cluster, list all the clustered subjects/units) Manage People Performance
Assessment Information To be completed by Student
Assessment title Role Play - Underperformance Assessment task 3 out of 30% Ffor
this subject/unit.
Due Date Weeks 12, 13 and 14 Date Submitted Click here to enter a date. Re-Submission ☐
Student Declaration
By submitting this assessment task and signing the below, I acknowledge and agree that:
1. This completed assessment task is my own work.
2. I understand the serious nature of plagiarism and I am aware of the penalties that exist for breaching this.
3. I have kept a copy of this assessment task.
4. The assessor may provide a copy of this assessment task to another member of the Institute for validation and/or benchmarking purposes.
Student signature
For electronic submissions: By typing your name in the student signature field, you are accepting the above declaration. Click here to enter text.
Assessor Feedback To be completed by Teacher/Assessor
Assessor to provide feedback to the student and document on this coversheet.
Retain the student completed assessment and this coversheet for six (06) months for validation and audit purposes.
Assessment Task Result ☐Satisfactory ☐ Not Satisfactory ☐ Other (e.g.points) ___/30
Assessor Name Maryann Davies Assessor Signature Date
Note: Final result of the subject/unit will be entered on Banner by the teacher/assessor once all assessment tasks have been assessed.
Assessment Overview
This assessment is designed to assess your ability to structure and conduct formal feedback sessions and develop a performance improvement plan in a simulated case study (role play). You will be assessed in conducting formal underperformance meeting, performance management documentation, and follow up procedures including your knowledge of legal implications in terminating employment of one of your workers. In order to assist you with the assessment, you will have access to Brightspace learning materials including example documents, Fair Work Ombudsman website and your tutor to guide you.
The assessment tasks are listed below. Alongside them you will see a variety of codes. These codes relate to the Foundation Skills you are expected to also demonstrate competency in.
The Foundation Skills are coded with letters:
(R) Reading, (W) Writing (OC) Oral Communication (N) Numeracy (NWW) Navigate the world of work (IA) Interact with others and GWD (Get the work done).
Instructions to learners
• The first step will be to review the learning materials/resources within Brightspace (the learning management system or LMS). This is the theory which will help you think about and address the assessment tasks.
• You will collect a folio of evidence for assessment. The folio will be submitted upon completion of your role play and is due in Week 14. Submit your portfolio in hard copy via the assessment box located on Level 2, Building 1, Business and Finance Reception.
Level of performance required for the subject and each task.
• To successfully complete Manage People Performance you must satisfactorily complete each part of the assessment.
• Role Plays will be conducted in Weeks 12, 13 and if required Week 14. You must participate in each role play as the manager, the employee and observer. Learners should display knowledge of structure and layout employing broad vocabulary, grammatical structure and conventions to text (Australian Core Skills Framework (ACSF)- level 4/5 writing.
• Refer to the rubric marking guide for required standard and response requirement for each part.
Role Play Instructions
You are required to undertake a role play for this subject. Each student will conduct a fifteen minute counselling discussion with a non-performing employee (Joe Builder) where you will issue a first formal written warning. Refer to ‘Performance report for Joe Builder’ and select two of the issues (from the three areas in the report – leadership, communication and customer service) raised in the report to address in your discussion). Read and use as a checklist the document Managing underperformance formal steps
As the role of the Manager
1. Conduct a formal underperformance meeting – see underperformance meeting plan checklist in Brightspace.
• Prepare a Performance Improvement Plan in the meeting for the non performing employee. NB: This should have been developed in consultation with the employee during the role-play. Use the template provided in Brightspace – Performance Improvement Plan
2. Provide evidence of underperformance
• 2 or more specific pieces of evidence of the unsatisfactory performance (you will need to make this information up and provide examples)
• Email / letter invitation to the employee of the upcoming performance discussion
• First warning letter you have prepared based on your scenario. See First-warning-letter-template in Brightspace
• Document the process you would use to terminate the employee if they fail to improve after receiving first and second formal warnings in accordance with legal requirements. NB: Your answer should address how your process will protect the organisation against a successful unlawful dismissal application from the employee
• List Fair Work Australia’s legal requirements to protect employees against unlawful dismissal.
3. Self-reflection on your performance during your role-play. Use the ‘Observer Feedback’ template (provided by tutor)
As the role of the Employee
1. Participate in the role play as the employee. Use your initiative to respond to questions about your performance.
2. Provide feedback to the Manager after the role play on their performance using the ‘Observer Feedback’ template (provided by tutor).
As the role of the Observer
• Feedback on the performance of the manager on their performance during the role-play. Use the ‘Observer Feedback’ template (provided by tutor).
PERFORMANCE REPORT FOR JOE BUILDER
Source: Adapted from Rod Jones (2010), Managing Human resource Systems Pearson Education, Melbourne
PERFORMANCE REPORT:
Employee Name: Joe Builder
Position: Service Supervisor
NB: The Service Supervisor is responsible for a team of 15Shop Assistant’s
Completed by: >>Your Name<<, Store Manager
Date: 15 July 2016
Rating Scale:
Measure Abbreviation Definition
Outstanding performance OP Outstanding performer in this competency, performance is of a consistently high standard. Generally no negative indicators.
ce HP High standard of performance. Evidence of high performance is largely positive, with few negative indicators.
Acceptable A Performance in this competency is at an acceptable level.
Needs improvement NI Performance in this competency needs improvement; fails to reach an acceptable standard.
Sub-standard performance SP Poor standard of performance. Evidence of performance is largely negative, with few positive indicators.
Unacceptable U Performance is of a consistently low standard; generally little or no positive indicators.
Key Result Area Rating Comment
Leadership SP Joe’s leadership skills show need for improvement. In most cases Joe did not display effective leadership to his team. Critical sales goals were consistently not met by Joe and key members of the team.
Communication NI Joe has a warm and friendly communication style; however he has not addressed many issues that need to be communicated within his team. He has shown consistent reluctance to communicate difficult messages to staff
Customer Service NI Customer feedback indicates a high degree of dissatisfaction among many customers. KPI’s relating to customer follow up indicate that Joe and his team take too long to provide information to customers and this information is consistently inaccurate.
Overall Performance Rating; U/NI Joe’s performance is clearly quite unsatisfactory. Significantly improvement in most areas is required. Joe has produced some good results for the organisation this year in the area of financial management; however, this is not the only key result are for his position. Consistent performance across all KRA’s is required
List of documents to access from Brightspace
• Managing underperformance formal steps
• Performance improvement plan
• Underperformance meeting plan
• First warning letter template
Underperformance meeting plan - template
You can use this template to help you prepare for a formal underperformance meeting. We recommend that you use this plan in conjunction with our Managing underperformance – the formal steps checklist
Conducting a formal underperformance meeting will make sure your employee:
• has a clear understanding of what’s required of them
• has a documented plan for improving their performance
is aware of the consequences if their performance doesn’t improve.
This template has been colour coded to help you complete it. You simply need to replace the red < > writing with what applies to your employee and situation.
Explanatory information is shown in blue italics to assist you and should be deleted once you have completed the agreement.
Suggested steps for developing an underperformance meeting plan
For more information on managing underperformance, see our online learning courses at www.fairwork.gov.au/learning. For information about minimum employment rights and entitlements you can also call the Fair Work Infoline on 13 13 94 or visit www.fairwork.gov.au.
Step 1: Before the meeting
Before the underperformance meeting,you can use the template to record the details of the meeting.
• When and where you will meet with your employee
• Who will attend the meeting.
Attendees will include you and the employee, any witness / note-taker that you ask to attend the meeting and any support person (eg. a co-worker, family member, friend or union representative) that the employee chooses to bring to the meeting.
Also use the plan to prepare a summary of:
• Why you are meeting with the employee – what the underperformance issue is and why it’s an issue. Use specific examples and focus on facts
• What steps that you’ve taken in the past to resolve the issue (eg. feedback and warnings) as well as any support that you’ve provided (eg. training)
• How you would like to move forward with the employee at this point in time, including any further support or assistance that you will provide.
Use dot-points so you have the information you need clearly set out in front of you.Make sure you take any relevant paperwork with you (e.g the employee’s performance agreement, job description and any performance improvement plan) and any documents that demonstrate the underperformance (eg. work examples, customer complaints or performance statistics).
Step 2: During the meeting
During the meeting, use your summary to guide what you say to your employee, and to make sure you cover everything you need to.
Don’t read from the summary like a script, though. You might think of other things you need to cover, and you need to give the employee a chance to contribute.
Make sure you invite the employee to respond to what you’ve said and give them the opportunity to explain their performance. Ask them what they think can be done to improve their performance. Keep an open mind, actively listen, and ask open questions when you want to find out more. What the employee says may influence how you decide to move forward with the employee.
Step 3: After the meeting
Immediately after the meeting, make thorough notes of what was discussed in the meeting, including anything that you covered that wasn’t in your summary, as well as anything the employee said.
UNDERPERFORMANCE MEETING PLAN
Details
Date:
Time: