BSBHRM512 develop and manage performance management processes

ASSESSMENT ACTIVITY 1 - Skills Activity

Performance Evidence

Evidence of the ability to:

• develop, implement, monitor and review an organisational performance management process which supports business goals including analysing the organisational strategic and operational plan
• design methods for the development of key performance indicators and formal performance management sessions by line managers
• consult with stakeholders to gain support
• design, develop, coordinate and implement individual and group learning and development
• train line managers and other relevant people to manage performance
• provide support to line managers to effectively manage performance issues, including dispute resolution and termination of employment
• develop approaches to improve performance and address identified performance gaps.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

• list characteristics of a learning organisation
• outline policies and legislation relevant to performance management
• summarise grievance procedures
• explain models for giving feedback and options for skill development
• describe options in the design of performance management processes
• outline role of performance management in relation to broader human resources and business objectives.

Activity 1 – Skill Activity

1. Locate and critically analyse your organisation’s strategic and operational plans. Identify and briefly describe any relevant policies and objectives to be addressed in performance management processes.
2. Create a document that can be presented to line managers within the workplace which provides them with information regarding objectives for performance management and methods that can be used to develop key performance indicators for those reporting to them.
3. Gain feedback from both providers and participants in relation to learning and development standards. Using this information, together with performance data, report on the success rates of activities to appropriate managers.
4. Within your workplace or organisation, demonstrate the completion of the following while managing performance management processes:
   1. Take responsibility for developing, implementing and monitoring processes and strategies to manage performance
   2. Monitor the adherence to organisational and legal requirements
   3. Use systematic, analytical processes in complex, non-routine situations, setting goals, gathering relevant information, and identifying and evaluating options against agreed criteria
   4. Store, access and organise digital information in line with organisational procedures.
5. Throughout the performance management process, highlight the use of effective communication skills during the following tasks:
   1. Liaising with personnel in a range of work contexts
   2. Supporting line managers to achieve goals, playing an active role in facilitating effective group interaction
   3. Negotiating with others to achieve agreeable outcomes playing an active role in facilitating consensus in contentious situations.
6. Provide examples of at least two different employment situations within your place of work. How can you ensure that performance management processes are flexible enough to cover these employment situations?
7. What might line managers need to be made aware of during training so that they can manage talent within the workplace?
8. Identify the performance gaps and provide three possible reasons for why an employee or work team could be continually performing below standard.

ASSESSMENT ACTIVITY 2 - Knowledge Activity

BSB51915 Diploma of Leadership and Management

Performance Evidence

Evidence of the ability to:

• develop, implement, monitor and review an organisational performance management process which supports business goals including analysing the organisational strategic and operational plan
• design methods for the development of key performance indicators and formal performance management sessions by line managers
• consult with stakeholders to gain support
• design, develop, coordinate and implement individual and group learning and development
• train line managers and other relevant people to manage performance
• provide support to line managers to effectively manage performance issues, including dispute resolution and termination of employment
• develop approaches to improve performance and address identified performance gaps.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

• list characteristics of a learning organisation
• outline policies and legislation relevant to performance management
• summarise grievance procedures
• explain models for giving feedback and options for skill development
• describe options in the design of performance management processes
• outline role of performance management in relation to broader human resources and business objectives.

Activity 2 – Knowledge Activity

1. Create a list of the characteristics of a learning organisation.
2. Highlight at least two policies or legislation that are relevant to performance management.
3. In no more than 200 words, summarise the grievance procedures that exist within your workplace.
4. Explain the models that exist within the workplace for giving feedback and the options available for skill development.
5. What options exist within your organisation when designing performance management processes?
6. Within 250 words, outline the role of performance management in relation to broader human resources and business objectives.
7. In approximately 300 words, explain your role in mediating between managers and employees and the communication skills that are required to solve issues.
8. Briefly describe how you can ensure learning and development plans focus on the achievement of specified outcomes?

BSBHRM512 - Develop and manage performance management processes Final Assessment

BSB51915 Diploma of Leadership and Management

Performance Evidence

Evidence of the ability to:

• develop, implement, monitor and review an organisational performance management process which supports business goals including analysing the organisational strategic and operational plan
• design methods for the development of key performance indicators and formal performance management sessions by line managers
• consult with stakeholders to gain support
• design, develop, coordinate and implement individual and group learning and development
• train line managers and other relevant people to manage performance
• provide support to line managers to effectively manage performance issues, including dispute resolution and termination of employment
• develop approaches to improve performance and address identified performance gaps.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

• list characteristics of a learning organisation
• outline policies and legislation relevant to performance management
• summarise grievance procedures
• explain models for giving feedback and options for skill development
• describe options in the design of performance management processes
• outline role of performance management in relation to broader human resources and business objectives.

FINAL ASSESSMENT

1. Within your workplace or organisation, develop; implement, monitor and review an organisational performance management process which supports business goals including analysing the organisational strategic and operational plan. This should involve:
   1. Consulting with stakeholders to gain support
   2. Designing methods for the development of key performance indicators and formal performance management sessions by line managers
   3. Training line managers and other relevant people to manage performance.
2. Based on feedback gained from line managers regarding identified performance gaps, develop and implement individual and group learning and development.
3. Within your workplace or organisation, provide support to line managers to effectively manage performance issues, including dispute resolution and termination of employment.
4. How can demonstrating strong leadership increase the chances of line managers supporting the implementation of performance management processes?
5. How might bottom-up support be gained from operational staff?
6. What questions could be asked to managers and employees to establish whether current performance management processes are being complied with?
7. In no more than 250 words, describe why it is important to update performance management processes to keep in line with changing organisational objectives and policies.
8. Why might it be important to share information regarding the progress and success rates of activities with appropriate managers? Describe your answer in roughly 200 words.
9. What information is it important to share with management figures regarding the progress of learning and development activities?