Assessment Task 2 - BSBHRM512 Handout

BSBHRM512 Task 2 Handout
Complete the following activities:
Task 2.1 Integrated performance management processes
Develop integrated performance -management processes for ‘’Australian Hardware.’
Use the templates provided below and follow the instructions.
Template 1 -Integrated performance management processes
Integrated performance-management processes

A Policies and objectives to be Objectives: Page 13-14, check mission, vision
addressed in the integrated and strategic plan.
performance-management processes
After reading and analysing the organisational
Your answer may based on following
strategic and operational plans, identify the
relevant policies (3-4) and organisational
relevant policies:
objectives (2-3) to be addressed by the Employee training and development policy
integrated performance-management Recruitment and selection
processes. Remuneration
Performance management
Leave
Eequal opportunity
Grievance policy
Discrimination, sexual harassment and bullying
B Objectives SMART is an acronym that stands for Specific,
Develop SMART objectives (2-3) to support the
Measurable, Achievable, Realistic, and Timely.
organisational strategy and goals and build Therefore, a SMART goal incorporates all of these
organisational capabilities. criteria to help focus your efforts and increase the
chances of achieving that goal.
Example: to train all area managers in
performance management for early
intervention. The training to be completed by
• Example: Page 13-14, Operational plan
Dec 2019.
objecties.
• Example: 100% customer satisfaction
• Example: Training for
staff/manager/emplyees
C Methods and processes to develop Sample KPI Methods:

KPIs
• Scorecard methodology
Develop methods and processes (1 method • Benchmarking
and 1 process) for line managers to develop • Total Quality Management
key performance indicators for those reporting • prioritise metrics
to them.
Example of process:
• Start with strategy
• Define objectives
• Define the questions you need answers to
• Identify your data needs
• Evaluate all existing data
• Find the right supporting data
• Choose metrics
• Determine the right measurement
methodology and frequency
• Determine timelines
D Develop a policy for performance- Please refer to Template 2 - Performance
management sessions. management sessions policy.
Use the template (2) provided: Performance
Management Sessions Policy. Complete all
parts. The policy must contain timeframes and
processes for formal performance
management sessions.
E Employment situations Employment situations may include:

Outline how the performance-management • Flexible work arrangements
processes are flexible enough to cover a range • Part/Full time work
of organisation’s employment situations (2 • Job sharing
employment situations must be mentioned ).
• Secondment
• Cross functional work
• Contract work
• Volunteer work
BSBHRM512 - Develop and manage performance management processes V2-2020 Page 2

RTO Provider: 91153 - CRICOS Code: 02672K
greenwichcollege.edu.au
Performance-management processes cover a

range of organisation’s employment situations
such as:
• Consistency
• Motivation
• Morale and retention
• Organizational impacts
• Training needs
• Firing risks
• Cover all types of work arrangements
Template 2 -Performance management sessions policy
Purpose
This policy provides details of Australian Hardware ‘s approach to manage performance management
session.
The purpose of the policy is to provide clear guidelines for managers who manage direct reports.
This policy applies to all managerial staff at Australian Hardware.
Policy and Procedures
Our performance management sessions policy considers:
• Legal and regulatory requirements
• Industry standards
• Security of information
• Technology
The person in charge of the performance management sessions is <Add>
The performance management sessions occur:

Type of performance management session Timeframe
Sample 1:
Sample 2

The process for the performance management session follows the following procedures:
<Add step-by-step procedure of a performance management intervention session>
Sample

Task 2.2 Consult with and train relevant stakeholders
A) In week 4 of class, liaise with the trainer and assessor and schedule a time (30 minutes) to:
• Present the draft of the performance management process to a group of two

classmates who will play the role of line managers in the organisation.
• Train the managers on key performance management processes.
The aims of the Role-Play are to:
o Consult with the managers about the processes developed in Task 2.1 and agree on the
process features
o Gain support for the implementation of the process
o Train relevant managers on the key performance management processes
o Establish a positive work relationship with the line managers to ensure they will monitor
their teams’ performance regularly
o Encourage line managers to apply early intervention as required according to

organisational policies and legal requirements
The training session must cover:
o The content of the performance management session policy
o Why regular performance monitoring and early intervention are important
o How to monitor the performance of employees in their teams
o How to identify performance gaps
o How to provide feedback
o How to manage talent
For this Role-Play, you will also have to develop and submit:
o A Learning Plan (use the template 3 provided)
o A PowerPoint Presentation to address:
▪ The content of the performance management session policy

▪ Why regular performance monitoring and early intervention are important
▪ How to monitor the performance of employees in their teams
▪ How to identify performance gaps

▪ How to provide feedback
▪ How to manage talent
If you are absent from class, it is your responsibility to make alternative arrangements with the trainer
and assessor to perform the Role-Play.
Before the Role-Play:
• Make sure that the draft of the integrated performance management process is ready
• Prepare the Powerpoint
• Prepare the Lesson Plan
• Think about how to run the session
During the Role-Play:
Deliver the Role-Play (consultation and training) as required.
After the Role-Play:
Apply any adjustment/refinement agreed on during the consultation to the integrated performance
management processes.
B) Additionally, you want the line managers to attend a formal course in leadership. Your budget
for two managers is $ 4,000, and the training must be completed within three months.
i. Research two possible training organisation providers that can deliver the leadership
course within budget and according to timelines.
Sample: https://www.academiccourses.com/Courses/Leadership/Australia/
Training Provider Course characteristics/features

Example: XYZ college Example:
Price: $00000
Time: evening/morning/all day etc
Duration: 1 week/1 year etc
Review:
Mode of learning: online/face to face…
Features…….
ii. The procurement policy requires you to obtain two quotes for any service under $5,000.
Obtain a quote from each provider (prices could be found on their websites, or you could
enquire directly with the provider).
iii. Provide evidence of the quotes. You could attach a screenshot of the price provided for
example.
Evidence Quote 1:
Evidence Quote 2:
iv. Select one provider according to requirements, providing justifications.
Selection with justification:
Template 3 -Learning Plan
Learning Plan
Audience/Learners Check case study
Who will be trained.
Learning Objectives Based on following write objectives:

Define 2 learning ▪ The content of the performance management session
objectives. policy
▪ Why regular performance monitoring and early intervention
are important
▪ How to monitor the performance of employees in their
teams
▪ How to identify performance gaps
▪ How to provide feedback
▪ How to manage talent

Learning topics The content of the performance management session policy
Why regular performance monitoring and early intervention are
List the learning topics. important
How to monitor the performance of employees in their teams
How to identify performance gaps
How to provide feedback
How to manage talent
Training Needs
Assessment
List any gaps in
knowledge or skills that
have been identified, and
that will be addressed by
this training. (2-3).
Training Methods
List the training methods
that will be used.
Example: online, external
training provider, in-
house.
3-4 (one must be with an

external training provider
to deliver the leadership
training).
Training Roles and

responsibility
Who will be conducting
the training and/or
related training activities.
(2-3)
Training Resources
List the training resource
needs such as
equipment, material, etc..
Schedule Training Tasks/activities Timelines

Provide a schedule for
the training to include

preparation, delivery and
evaluation.
Evaluation • Peer review

• Observation
Outline how the
• focus group
effectiveness of the
• exam
training will be evaluated.
• Testing
(30-50 words)
• Survey
• Feedback from employee
• KPIs
• Emplyee performance
Budget
Provide an overall budget
for the training in line
with the relevant
organizational policy and
procedure.
Task 2.3 Implement learning and development
Consider that the following has happened:
The education provider engaged in delivering the leadership course has not delivered what was
promised:
o The facilitator was late
o The quality of the training material provided was of poor (photocopies of photocopies)
o The participants did not feel engaged in the training session, and they believe that the
facilitator was not an expert in his field
The contract that you have signed has a ‘non-refund’ policy; however, you want to negotiate remedial
actions with the provider.
A) Write a dialogue (what you would say) that you would use with the training provider to
illustrate the situation and to negotiate remedial actions due to the substandard learning
experience that was delivered.

Example:
Hi, I am James from …., and I call you to discuss the training experience of our staff with your
provider.
We have received negative feedback. Our managers stated….
I understand that you don’t have a refund policy, however….
What we are proposing as remedial action is…
(80-120 words)
Your dialogue:
Address the following:
• What are your non-negotiable?

• What negotiation technique would you apply? Why?
• What could be some common ground?
• What would you leverage on?
(50-100 words)
B) Write an email report (50-100 words) to the CEO to advise him of the success rate of the
training activity in Task 2.2 A and advise him of what actions will be implemented to improve
future sessions based on the feedback received.
Base your report on the following:
o Your experience during the training session
o The following feedback report:
✔ Satisfaction with the training session:
Strongly Agree 30% – Agree 60%– Neutral 10% – Disagree – Strongly Disagree

✔ The training session will help me improve my leadership and managerial
skills:
Strongly Agree 40% – Agree 45%– Neutral 5%– Disagree 10%– Strongly Disagree
✔ The facilitator was knowledgeable:
Strongly Agree 25%– Agree 55% – Neutral 20%– Disagree – Strongly Disagree
✔ The facilitator was engaging:
Strongly Agree 40% – Agree 30%– Neutral 15%– Disagree 10%– Strongly Disagree 5%
✔ Suggestions for improvement:
o Use an external venue
o Coffee on arrival
o Icebreaker before starting the session
o More breaks during the session
Report – Training Session on Performance Management Framework for

Managers
<Add text>
Appendix 1 – Scenario
You are the new HR manager of ‘Australian Hardware’, a large warehouse chain with over 138
stores Australia wide. Their website is accessible at:
http://australianhardware.simulations.australiantrainingproducts.com.au/
Organisational policies and procedure for “Australian Hardware” could be accessed from the
following website:
http://australianhardware.simulations.australiantrainingproducts.com.au/
Below is an extract from ‘Australian Hardware’ business plan:

Mission
To provide the highest quality supermarket service to our valued wholesale customers.
Vision
To establish, within five years, the reputation of ‘Australian Hardware’ as the premier supplier of
independent supermarkets in Victoria.
The strategic plans of ‘Australian Hardware’ that will achieve its mission and vision through:
• Engaging with customers
• Maintaining superior product line
• Increasing market share
• Increasing profitability through growth
• Growing distribution capacity
• Supporting innovative thinking, management and leadership skills creating a high-performing

organisation
The operational plan of ‘Australian Hardware’ is presented below:
Objectives: Performance measures Tasks:
1. Engage with customers: • Percentage of • Conduct quarterly

wholesale customers wholesale customer
• Raise organisational
with overall positive surveys.
profile by 15%
view of ‘Australian
• Training needs analysis
• Improve customer Hardware’.
and training of
satisfaction
• Number of wholesale employees, especially
performance by 20%.
customer complaints sales employees.
(delivery times,
• Continue to collect
product quality).
information from
wholesale customers on
desired/required:
• stock items
• delivery timelines.

• Reduce quality variation.
2. Increase distribution • Productivity figures for • Investigate resourcing

capacity by 15% overall individuals/teams needs for ‘Australian
within financial year. Hardware’: personnel,
• time spent picking
plant and equipment.
order
• Fulfil resourcing needs
• average time spent
in accordance with
building skills/building
policies and procedures.
skills of others
• Development of
• time loading/unloading
contingency planning.
vehicles
• number of accidents
spoiling goods
• average delivery times

from order to delivery.
3. Control direct and indirect • General ledger • Renegotiate with

costs of operations within accounts; financial suppliers.
budget. statements:
• Research potential new
• wages suppliers.
• cost of goods sold • Reduce expenses due to

wastage.
• $ value of wasted or
spoiled items. • Encourage management
engagement with
employees to achieve
greater employee
support of organisational
goals.
• Greater use by
managers of budgets to
encourage restraint in
work teams.
4. Engage workers with • Percentage completion • Management

strategic goals of business of performance plans engagement with
and support professional and performance employees to achieve
development in line with management process.
strategic goals. (Targets to

be set by individual • Numbers of coaching greater buy-in of
managers.) sessions completed. organisational goals.
• Numbers of • Regular coaching.

operational-related
• Training needs analysis
training programs
and training.
completed.
• Strategic goals included
in induction program.
• Employee incentives for

improved performance
and leadership.
●
Appendix 2 – Employee training and development policy
Purpose
Australian Hardware Pty Ltd (Australian Hardware) Employee Development company policy refers
to the company’s learning and development programs and activities.
In the modern competitive environment, employees need to replenish their knowledge and acquire
new skills to do their jobs better. This will benefit both them and the company. We want them to feel
confident about improving efficiency and productivity, as well as finding new ways towards personal
development and success.
Scope
This policy applies to all permanent, full-time or part-time, employees of the company. Employees with
temporary/short-term contracts might attend training at their manager’s discretion.
This policy doesn’t cover supplementary employees like contractors or consultants.
Policy
Employees, managers and Human Resources (HR) should all collaborate to build a continuous
professional development (CPD) culture. It’s an employee’s responsibility to seek new learning
opportunities. It’s a manager’s responsibility to coach their teams and identify employee development
needs. And it’s HR’s responsibility to facilitate any staff development activities and processes.
What do we mean by training and development?
In general, we approve and encourage the following employee trainings:

• Formal training sessions (individual or corporate)
• Employee Coaching and Mentoring
• Participating in conferences
• On-the-job training
• Job shadowing
• Job rotation
As part of our learning and development provisions, we can also arrange for subscriptions or
educational material, so employees will have access to news, articles and other material that can help
them become better at their job. There are two conditions for this:
• Subscription/Material should be job-related
• All relevant fees should not exceed a set limit per person
This list doesn’t include software licences or other tools that are absolutely necessary for employees’
jobs.
Training budget:
• Australian Hardware allocates a budget of $10,000/year to each team for training purposes.
• Australian Hardware allocates $2,000 for training purposes as part of a performance reward
scheme to two employees/team/year who have exceeded performance expectations.
• Australian Hardware allocates $3,000/year for training purposes for each Area Manager.
Individual training programs
The company has specific provisions regarding individual training programs. All employees that have
worked for the company more than four months are eligible to participate in external training programs
individually or teams as planned by their line manager.
Employees can be absent from training for up to 4 days per year.
Employees can choose to attend as many training programs as they want, provided they don’t exceed
the budget and day limit. If they do, they’ll have to use their paid time off (PTO) and pay any extra fees
themselves.
Employees are required to bring proof of attendance.
Any employee training that the company mandates (e.g. due to inadequacies of an employee’s
performance or changes in their job description) is excluded from the training budget and time limit.
Training budget:
The company may take care of the entire cost up to $1,000/employee/year.

All training should consider what employees need and how they can learn best. This is why we
encourage employees and managers to review multiple training methods like workshops, e-learning,
lectures and more.
Corporate training programs
We might occasionally engage experts to train our employees. The company will cover the entire cost
in this case. Examples of this kind of training and development are:
• Equal employment opportunity training
• Diversity training
• Leadership training for managers
• Conflict resolution training for employees
This category also includes training conducted by internal experts and managers. Examples are:
• Training new employees
• Training teams in company-related issues (e.g. new systems or policy changes)
• Training employees to prepare them for promotions, transfers or new responsibilities
Employees won’t have to pay or use their leave for these types of training. Attendance records may be
part of the process.
Training budget:
Australian Hardware allocates a budget of $25,000/year for corporate training.
Other types of training
Both employees and their managers are responsible for continuous learning. Employees should show
a willingness to improve by asking their managers for direction and advice. Managers should do the
same with their own superiors while encouraging and mentoring their subordinates.
Employees and managers are responsible for finding the best ways to CPD. They can experiment with
job rotation, job shadowing and other types of on-the-job training (without disrupting daily operations).
We also encourage employees to use their rights for self-paced learning by asking for educational
material and access to other resources within the allocated budget.
General guidelines:
• All eligible employees are covered by this policy without discriminating against rank or
protected characteristics.
• Managers should evaluate the success of training efforts. They should keep records for
reference and better improvement opportunities.

• All employee development efforts should respect cost and time limitations, as well as individual
and business needs.
• Employees should try to make the most out of their training by studying and finding ways to
apply knowledge to their work.
• Employees are encouraged to use up their allocated training budget and time.
Procedure
This procedure should be followed when employees want to attend external training sessions or
conferences:
1. Employees (or their team leaders) identify the need for training.
2. Employees and team leaders discuss potential training programs or methods and come up with
suggestions.
3. Employees or team leaders contact HR and briefly present their proposal. They might also
have to complete a form.
4. HR researches the proposal, with attention to budget and training content.
5. HR approves or rejects the proposal. If they reject it, they should provide employees with
reasons in writing.
6. If HR approves, they will make arrangements for dates, accommodation, reserving places etc.
7. In cases where the company doesn’t pay for the training directly, employees will have to pay
and send invoices or receipts to HR. HR will approve employee reimbursement according to
this information.
8. If an employee decides to drop or cancel a training, they’ll have to inform HR immediately.
They’ll also have to shoulder any cancellation or other fees.
9. In cases where training ends with an examination, employees are obliged to submit the results.
If they don’t pass the exam, they can retake it on their own expense.
Generally, the company will cover any training fees, including registration and examination (one time).
They may also include transportation, accommodation and personal expenses. This is left to HR’s
discretion. If HR decides to cover these costs, they should make arrangements themselves (e.g.
tickets, hotel reservations). Any other covered expense that employees have will be reimbursed after
employees bring all relevant receipts and invoices.
If employees want subscriptions, they should contact HR directly or ask their managers to do so. HR
will preferably set up the subscription. In some rare cases, they might give formal approval to
employees so they can do it themselves. Once employees make arrangements, they should inform
HR of the cost and any other details in writing. Any relevant invoices should also be sent to HR.
HR’s responsibilities also include:

• Assessing training needs (in collaboration with area managers)
• Maintaining budgets and training schedules
• Assisting with learning and development activities and strategies
• Promoting corporate training programs and employee development plans
• Calculating learning and development KPIs whenever possible and decide on improvements
(in collaboration with area managers)
Quality assurance standards
The HR Manager, in partnership with the area managers, must monitor learning and development
activities to ensure compliance with the following quality assurance standards:
Quality Assurance Standard Evidence
The training is delivered by facilitators who are: • CV of the facilitator

• Experts in their field • Reference check
• Experts in training • Copies of qualifications
Budgets for learning activities are in line with • Budget

approved learning budgets
• Approval from HR Manager
Learning activities focus on skills and knowledge • Training needs analysis

that will contribute to improving the employees’
performance • Reports from managers
• Skills matrix
The training activities deliver desired outcomes • KPIs set for staff performance
improvements after training
• Feedback and observation from

managers
Learning resources are quality assured • Learning resources are benchmarked

against industry training standards


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BSBHRM512 Task 2 Handout

Complete the following activities:

Task 2.1 Integrated performance management processes

Develop integrated performance -management processes for ‘’Australian Hardware.’

Use the templates provided below and follow the instructions.

Template 1 -Integrated performance management processes

Integrated performance-management processes

C Methods and processes to develop Sample KPI Methods:

E Employment situations Employment situations may include:

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 2

Performance-management processes cover a

Template 2 -Performance management sessions policy

This policy applies to all managerial staff at Australian Hardware.

Policy and Procedures

Our performance management sessions policy considers:

• Legal and regulatory requirements

The person in charge of the performance management sessions is <Add>

The performance management sessions occur:

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 3

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 4

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 6

• Present the draft of the performance management process to a group of two

• Train the managers on key performance management processes.

The aims of the Role-Play are to:

o Gain support for the implementation of the process

o Train relevant managers on the key performance management processes

o Encourage line managers to apply early intervention as required according to

The training session must cover:

o The content of the performance management session policy

o Why regular performance monitoring and early intervention are important

o How to monitor the performance of employees in their teams

o How to identify performance gaps

o How to provide feedback

o How to manage talent

o A Learning Plan (use the template 3 provided)

o A PowerPoint Presentation to address:

▪ The content of the performance management session policy

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 7

Before the Role-Play:

During the Role-Play:

Deliver the Role-Play (consultation and training) as required.

After the Role-Play:

Training Provider Course characteristics/features

iv. Select one provider according to requirements, providing justifications.

Selection with justification:

Template 3 -Learning Plan

Learning Objectives Based on following write objectives:

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 9

3-4 (one must be with an

Training Roles and

Schedule Training Tasks/activities Timelines

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 10

Evaluation • Peer review

Task 2.3 Implement learning and development

Consider that the following has happened:

BSBHRM512 - Develop and manage performance management processes V2-2020 Page 11

Address the following:

• What are your non-negotiable?