BSBHRM501: Manage Human Resource Services Develop and Manage Performance - Management Assignment Help

Assignment Task:

Task:

Assessment InformationCompetencies Being AssessedHR Essentials has been aligned against the following units of competency from the Business Services Training Package:
BSBHRM501 Manage human resource servicesDetermine strategies for delivery of human resource servicesManage the delivery of human resource servicesEvaluate human resource service deliveryManage integration of business ethics in human resource practicesFor a full view of this unit of competency please visit: https://training.gov.au/Training/Details/BSBHRM501BSBHRM512 Develop and manage performance management processesDevelop integrated performance-management processesFacilitate the implementation of performance-management processesCoordinate individual or group learning and developmentFor a full view of this unit of competency please visit: https://training.gov.au/Training/Details/BSBHRM512
Assessment ProcessThe assessment is designed to help you gather evidence of your competence against the requirements of the unit of competency (as outlined above) while applying your learning in the workplace. Your evidence may take a variety of forms and must be:
Authentic – your own work
Valid – related to the competencySufficient – appropriate quantity and quality
Current – recent proof of your skills and knowledge
When should I submit this assessment?
The recommended timeframe for completing your assessment is within six weeks of undertaking training. Please advise if you anticipate needing more time so that your records can be updated.
Use this assessment kit to complete your responses to the assessment, attaching additional evidence and documentation as appropriate. Please ensure all additional documents are clearly labelled so that your assessor understands the relevance to specific parts of the assessment.
Assessment Submission and Feedback
Submit your assessment online via myAIM. Once submitted, your assessment will be assessed and feedback returned to you via myAIM.
Upon completion of all the assessment requirements you will receive an overall assessment of ‘Competent’ or ‘Not Yet Competent’ for the unit of competency.
If further work is required to achieve an assessment of ‘Competent’, you will be given one (1) opportunity to resubmit your work.
Upon successful completion and being deemed competent, you will be eligible for a Statement of Attainment. If you are enrolled in a full qualification, you will be issued with a Certificate and Transcript upon successful completion of all of your units.
Video evidence
You may be required to submit video evidence for part of this assessment. Ideally you will upload your video evidence to YouTube (as a private link) and supply the link to your assessor.
Seek permission from any participants that are involved and ensure they are aware of the purpose of the video, i.e. to assess your competence in a task.

Technical tools for completing this assessmentTo complete this assessment you need access to a computer with internet and word processing and spreadsheet software, plus other relevant programs to develop documentation as required.
You will also need a smart phone or other audio/video recording device.
Progress ChecklistComplete? Item
? Read and ensure you understand the AIM Student Handbook. Particularly in terms of your rights and responsibilities. Access the Student Handbook on the AIM website.
? Read the assessment information, particularly the competency being assessed
? Complete the cover sheet
Plan your leader/manager support communications
Answer the knowledge questions within this assessment kit
Complete the tasks within this assessment kit
Compile your complete submission, ensuring that all additional documents and attachments are appropriately labelled. Also ensure any media submissions such as video and audio are prepared.
Save this assessment document with the following name:
Surname_firstname_AK_ HREssentialsSave additional documents with the following name:
Surname_firstname_ AK_HREssentials_tasknumber_documenttypeFor example:
Smith_Jane_ AK_HREssentials_Task2
Submit your assessment on myAIMAssessment CoversheetProgram title: HR Essentials
Units of competency:
BSBHRM501 Manage human resource servicesBSBHRM512 Develop and manage performance management processes
Program date:
Name: V Email:
Your Postal Address:
Telephone: N/A Mobile: 0499 295 462
Organisation: Lanyana Financial Group
A brief description of your organisation: Lanyana Financial Group is a national company that helps people move forward financially. Lanyana supports everyday Australians with debt management and lending solutions. In a time of financial hardship, we provide reliable guidance, meaningful information and respect. Lanyana tailors a solution to the customers budget and financial circumstances.
A brief description of your team/department: The HR department is supported by two staff members (Office Manager and Admin Assistant).
A brief description of your role: I am The Human Resources and Recruitment Manager for Lanyana. My role evolves around recruitment, developing policies and procedures, compensation and benefits, retention, and training. I have been in this role for over six years, and I’ve learned that it simply isn’t enough to have knowledge in HR, such as knowing which form need to be filled out or what policies and procedure need to be adhered to. It takes multiple skills effectively manage people as well as a cutting-edge human recourse department.
Declaration:
I have read and understand the information contained within the Student HandbookAll responses and evidence submitted here are my own work and contain no material written by another person, except where due reference is madeI understand that the Australian Institute of Management Education and Training will retain information relating to my assessment and not disclose it to third parties without my permission, with the exception of my employer on request (where my employer is financing my course) and AIM service providers (such as my assessor) acting in confidence on my behalf.
This declaration can be signed electronically by candidates (your name typed in full).
Candidate Signature: Date: 28th May 2021


Leader/Manager Support and CommunicationHaving the support of your leader/manager will assist you in completing your assessment and applying your learning back into the workplace.
Communication with your Leader/Manager Candidate Comment Leader/Manager Comment
Review your experience of the training Discuss the assessment requirements and its applicability to the workplace Identify the resources and support needed to complete the assessment Agree a plan of action for successful completion within the timeframes Discuss your satisfaction with the training and assessment process Candidate
Name: Date: Leader/Manager
Name: Date:
Assessment RequirementsKnowledge QuestionsAnswer all parts of each questionUse your own words and give examples wherever possibleThe quality of your answer is more important than how long it isEnter your answers in this documentQuestion 1
Use the following table to list key human resources related legislation that your organisation must comply with and for each give two areas of compliance. Include one piece of legislation that relates to managing performance.
Legislation Compliance area
Example
Fair Work Act 2009 Example
NES, Consultation
Privacy Act 1988 NES, Data Security
Work Health and Safety Act 2011 (WHS) Health and safety in the Workplace, Work from Home health and safety (WFH)
Fair Work Act 2009 Performance Management, NES
The Bankruptcy Act 1966 Customer dealings, application lodgements
Codes of Conduct NES, Business Ethics
Use the following table to list key human resources related organisational policies and procedures and indicate how often they are reviewed and the process of review. Include one policy or procedure that relates to managing performance.
Policy/Procedure Reviewed Process of review
Example
Respectful Workplace Behaviour Policy Example
Annually or when change to legislation Example
Consultative workshops with all staff
Code of Conduct Annually or when change to legislation Communication via email to all staff
Performance Policy Annually Consultative workshops with the staff in Customer Success Team (this performance policy is only for CST team)
Recruitment Policy Annually Communication via email to MD, CEO, GM and HR staff
Workplace Health and Safety Policy and Procedure Annually when change to legislation Communication via email to all staff

Question 2
Outline a process that could be used to identify, measure, monitor and reward performance within a workforce. Include relevant policies and procedures you would expect to see relating to this process.
List three (3) metrics that can be collected to assist in establishing trends or potential areas of underperformance.
Explain how performance gaps or trends in underperformance can be addressed through learning and development interventions and how advice can be sought when there is dissention (disagreement) about performance appraisal outcomesProcess that could be used to identify, measure, monitor and reward performance within a workforce:
Set objective
Identify and use performance indicatorsRegularly monitor and appraise individuals and teams to identify achievements
Identify training and development needsUse the knowledge and information derived from performance monitoring to modify plans
Companies Performance Management Policy should be used for this process
Three Metrics that can assist in establishing trends or identifying employee underperformance:
Interim - measures aim to minimise the damage of a performance problem until it can be properly addressed, so the actions are temporary actions.
Adaptive – it involves reviewing the performance standards and bringing them in line with the new reality.
Corrective – it is designed to get the performance back on track.
How performance gaps or trends in underperformance can be addresses through learning and development interventions:
Recognising and working through to fill performance gaps is crucial to maintain results and productivity inside your work. In most cases, performance gaps are the direct result of missing skills inside your team.
It is important to address underperformance through early intervention in order to bridge these gabs with, training, proactive coaching by using GROW model (Goal Reality Options Will), management and long-term goals should involve using competency models and framework to account for skills gaps before they occur, so that employees are hired, developed or directly trained to prevent them.
Question 3
Consider the various HR services that are present in your organisation or an organisation you are familiar with. List each service and then for each service identify one policy/procedure that guides how the service should be run.
Human resource service areas Policy/procedure to guide how they should be run
Compensation and Benefits Remuneration and Benefits Policy / procedure to guide and provide monetary value to employees in exchange for work performed. It assist then recruiting, job performance and job satisfaction
Recruitment and Staffing Staff Recruitment Policy / procedure to guide and ensures the organisation has the necessary skills, knowledge and attributes to meet current and future strategic and operational requirements
Learning and Development Learning & Development Policy / procedure guides the responsibilities of individual staff and managers in fulfilling aspects of the training and staff development
Performance Management Performance Management Policy / procedure to guide an appropriate framework within which to manage the employee’s performance
Data and Security Data Privacy and Protection Policy /procedure guides legal control over access to and use of data
An absenteeism reduction program for your organisation produced savings of $581,000 with a total outlay of $229,000. Calculate the return on investment for the program.
The formula to calculate the ROI for the program is:
ROI (%) = $581,000 Net HR program benefits
$229,000 HR program costs
X 100

= 254 %
Question 4
Explain how you can use strategic and operational plans to ensure that human resource service areas deliver for the future.
Analysing the organisation’s strategic and operational plans is essential to determine the HR requirements of your business. The HR strategies you develop must accurately reflect the strategic direction of your organisation to ensure an appropriate fit. The following elements of your organisation’s strategic and operational plans should be analysed:
- Mission statement
- Vision statement
- Values statement
List three (3) questions you could use when consulting with line and senior managers to identify human resource needs in their area.
What accredited or non-accredited training have you identified for your team?
Does your current team have the capacity and skills to meet the customer demands? If no, what skills are missing?
What are the short-term and long-term recruitment needs for your team?
Outline what distinguishes an effective HR function.
In order for human resource management to be done effectively there must be a strategy that defines an organisation’s approach to attract, retain and motivate a workforce that will enable it to succeed.
The critical characteristics of an effective HR strategy are:
It fits the organizational contextIt aligns human resource management policies and programs with the strategy of the organization, and
It integrates the HR functional strategies (staffing, development, performance management, rewards management and employee relations) with each other.
Explain how HR services collect (including any technology) or measure the opinions of its internal customers (line managers, senior managers and employees).
There are number of ways to collects, measure the opinions of its internal customer (line managers, senior managers and employees):
Surveys, information acquired thorough feedback from their internal customers via frequent surveys (3, 6 or 12 monthly). The surveys help to collect, analyse, and compare the data of internal customers and take action as required.
Meetings are most effective for receiving direct feedback when comes to specific needs or a team or department.
One-on-One meetings/interviews - this is particularly important when trying to obtain very specific feedback or when the subject matter maybe confidential or controversial and feedback where people might be uncomfortable sharing the information with others or speaking in groups.
Focus groups, they are often the most time efficient method for obtaining information from large departments that have several managers responsible for teams of employees who all do the same thing.
Question 5
Summarise your organisation’s code of conduct (including ethical behaviour), outline how it reflects organisational values and how the organisation ensures that all staff understand and apply it.
Business Ethics and ConductLanyana Financial Group’s code of conduct is to ensure orderly operations and provide the best possible work environment. Lanyana Financial Group expects employees to follow rules of conduct that will protect the interests and safety of all employees and the organisation.
Lanyana Financial Group conduct its business honestly and ethically wherever they operate. The company constantly improving the quality of their services, products and operations and is creating a reputation for honesty, fairness, respect, responsibility, integrity, trust and sound business judgment. No illegal or unethical conduct on the part of officers, directors, employees or affiliates is in the company’s best interest.
All employees have access to a copy of Employee Handbook, and it is also included in the Lanyana Financial Group system. Each Manager is responsible for assisting its Team Members to comply with the Employee Handbook and they are the first point of contact in clarifying any questions about its implementation / application.
Give an example of how the code of conduct is incorporated into human resource policies and procedures.
A Code of Conduct supports company values by informing employees of expectations about behaviour at the workplace. These expectations can be positive – that an employee should do something (for example ‘Staff should treat customers and other staff members with courtesy and respect’), or negative – prohibitions on how staff should act (for example, ‘Employees should not discriminate against customers or other employees’).
Question 6
List the characteristics of a learning organisation.
There are five characteristics of a learning organisation:
Systems Thinking
Personal Mastery
Mental Models
Shared Vision
Team Learning
References
Senge, Peter. 1990. The Fifth Discipline: ?he Art and Practice of the Learning Organization. New York: Doubleday
Question 7
Focusing on the ethical and behavioural dimensions of human resources for HR practitioners and organisational managers, summarise and provide evidence of processes or reporting that helps you monitor and ensure:
the behaviour of all service providers (including managers, human resource practitioners and external providers) in line with the ethics, values, code of conduct and confidentiality requirements of the organisation
compliance with any legislative requirements
any underperformance or unethical behaviour is identified and addressed promptly.
Lanyana Financial group has an established performance management process that monitors underperformance or unethical behaviour. We have regular discussions with employees about performance, set clear goals and provide feedback and support to help employees perform at their best. If underperformance occurs, we take steps to manage it appropriately, sensitively and promptly.

Managing underperformance:
Where a team leader is concerned with aspects of an employee's performance, the team leader must discuss these concerns with the employee and document addressed performance concerns. Reviews will be structured to enable the employee and team leader to examine:
Failure to meet set objectives and expectations / requirements of the role;Low productivity or a lower output of work than is expected;Failure to meet the required standards of work or performance;Inadequate skills or knowledge; or inability to apply skills and knowledge in the workplace;Failure to display adequate professional behaviour in line with Lanyana Financial Group Policies & Procedures.
If a team member does not achieve the performance target for a month, at management discretion they may be issued with a warning letter and a plan for improvement. This includes weekly performance meetings with their supervisor/team leader. If there is no sign of improvement after 2 weeks, the team member will receive a further warning regarding performance.
At this point the employee will continue to have a weekly performance meeting with their supervisor/team leader and if there is no sign of improvement after another 2 week period, a notice of termination of the employment agreement (notice to be provided as per the employment contract) will be provided to the employee.
Where Lanyana has provided an employee with 3 performance or other formal warnings within 12 months, notice of termination of the employment agreement will be provided to the employee.

TasksInstructions
These tasks should be based on your own organisation, or one you have researched.
Acknowledge any information you have used (websites, books etc.) by referencing the original source. For more information about how to reference, please refer to the AIM Harvard Referencing Guide.
You will be asked to provide documents to demonstrate your competency. The documents you provide should be included in the assessment documentation you submit.
Before you submit your work please ensure you have clearly named and labelled your documents so that your assessor knows what submissions relate to which questions and tasks. Refer to the Progress Checklist on page 3 of this assessment kit for how to name your documents.
Important note: Please be aware that any workplace documents or templates you use as part of your assessment will be treated as commercial-in-confidence.
Task 1
Outline how the following aspects of your organisation’s external environment could impact (positively or negatively) on the delivery of human resource services in your organisation or an organisation you are familiar with.
Economic (current state of the economy)
Industry (developments within the industry that represent opportunities/threats)
Labour market (availability of suitable candidates)
When comes to human resources in Debt Management industry there are several factors that affect day-to-day operations. Adapting in this field is important because at a times when a new legislation is passed with an immediate effective or corporate policy is changed, human resources feel the brunt. I would like to race 3 major external factors that is impacting human resources in Debt Management industry:
•Economic conditions; one of the biggest external influences is the shape of the current economy. Not only does it affect the talents pool, but it affects our ability to hire anyone at all. The Coronavirus pandemic has presented a fast evolving and significant challenge to our company’s economical market. The Governments economic support package has helped affected workers, businesses and has kept Australians employed and businesses in business. Due to stimulus package and creditors adopting a softer approach in chasing debt, there is no real urgency for people to address their debt issues and/or seek assistance:
- More than 80,000 Australians are still deferring their home loans. ABC research, February 2021.
- The unemployment rate has fallen significantly from its peak amid the coronavirus recession. Currently sits at 5.5% in April. Australian Bureau of Statistics, May 2021.
- Australian international borders are closed to all non-citizens and non-residents since 20 March 2020. Prime Minister of Australia, March 2020.
We now facing a reduced supply of a highly skilled migrants – this is a national disaster!
That leads us to Industry opportunities/threats in Debt Management Business. Due to increased Government Funding in response to pandemic our business faced significant decrease in generating leads. Because of that there was reduced demand n hiring staff across the business.
Labour market; although some COVID-19-related challenges are starting to taper off, recruiting continues to grow in complexity. Traditional methods such as job postings can create an increase of unqualified candidates in markets with low unemployment or can results in no applicants in many rural or regent areas such as ours (Noosa Heads, Sunshine Coast). Finding and recruiting candidates is no small task.
Despite the education and training facilities we have in Australia, the pandemic has exposed how reliant employers, and the economy, are on the global talent pool. The shortfall is damaging to both the labour market itself and the economy.
In March 2021, highest number of job ads posted in a month in SEEK's 23+ year history. Applications per ad at lowest level since 2012."ABC News, April, 2021.
We are shouting for quality candidates and only hearing a few whispers back. There are many reasons contributing to this decline a reduced labour supply impacting the ability to fill roles which relates to a shortage of skilled migrants due to closed international borders. However, the other major issue that we are facing is our business location. Our head office is based on the Sunshine Coast, Noosa Heads and majority of our potential candidates are facing “housing crisis” here. Noosa is the most expensive housing market in Queensland. ABC News, March 2021.
We are growing business, and we want more people on board, but perhaps we have to dig deep to find the right talent or maybe we need to provide more graduate programs and train onside or lower our expectations.
Outline how your organisation’s (or an organisation you are familiar with) strategic plan, business plan or operational plan could impact human resource operations and practices.
A key part of strategic planning is assessing the company's resources. Ensure that human resources meet the strategic goals and operational plans of our organization is to establish the right people with the right skills at the right time. If the business does not have the right skills and talent in place to achieve its goals, then the strategic plan will fail due to a lack of knowledge and manpower.
Summary of what to submit for Task 1Written responses to Task 1a-1b

Task 2
Scenario
You have recently joined a medium sized organisation in a senior HR role. You are given access to a report evaluating delivery of human resource services in their organisation. Review the results collected over a full year and:
Determine the level of satisfaction with services being deliveredIdentify any issues or challenges for the organisationMake recommendations or suggestions to improve HR service deliveryFor any recommendations or suggestions put forward:
Outline metrics (including formula and rationale) that could be used to measure improvementsIdentify system(s) required to gather and store required informationList potential resources required (including financial, IT, external providers)
Identify any legal or compliance requirementsIdentify the level of support (and approval) you would be looking for to implement your recommendations or suggested improvementsThe consultative process you would use to ensure alignment with different business units.
Summary of what to submit for Task 2Written responses to Task 2a-2d

HR service area Results
Recruitment 72% of the hiring managers said they provided clear job descriptions whilst only 36% of candidates said the same.
3 in 5 applicants quit filling out the employment application due to its length and complexity.
39% have confidence in the way recruitment decisions are made.
71% of staff said the company outlined the diversity of their workforce during the recruitment/selection stage.
Onboarding The company’s onboarding process has not been updated in the last three years.
73% of new starters said that they believed that one-on-one time with their direct manager is the most important part of any onboarding process.
62% of managers said that understanding and compliance with policies and procedures is the most important part of any onboarding process.
53% of new starters want the employee onboarding process to start before their first day.
Retention 50% of organisations in the industry reported difficulty in retaining some of their most valued employees.
22% of employees that left did so because of a lack of career development.
42% of employees reported that they job hunt because they don’t feel recognised when they do great work.
47% of those who are actively looking for a new job pinpoint company culture as the main reason for wanting to leave.
68% of the line managers consider improved employee retention as a top prior for 2020.
HR Admin 80% of employees felt that using HR technologies improved their attitude toward HR.
56% of all tasks performed by HR can be automated with existing technologies.
Wellbeing 77% of employees felt that employee wellness programs positively impact the company culture.
87% of employees said they consider employee wellbeing offerings when choosing an employer.
69% of employees were satisfied with their ability to access and use flexible working arrangements.
Employee relations 61% said there is good co-operation between teams across the organisation.
45% of employees have confidence in the ways the organisation resolves grievances.
68% believe they are paid fairly for the work they do.
62% believe action will be taken on the results from this survey by the organisation.
Performance management 57% of employees said their performance is assessed against clear objectives.
71% said that in the last 12 months they had received useful feedback on their work to enable them to deliver required results.
48% said that their manager deals appropriately with employees who perform poorly.
49% said they receive adequate recognition for their contributions and accomplishments.
Learning and development 70% of staff said that the organisation places a high priority on the learning and development of staff.
53% said that the learning and development activities they have completed in the past 12 months have helped improve their performance.
Task 3
Conduct a review of your organisation’s performance management process.
Include:
A description of the structure of your performance management framework, including:
components of the framework, its purpose/scope and how it aligns with the strategic direction of the organisationwho is involved and accountabledocumentation (including policies/procedures) and tools involvedmonitoring and reporting systems.
A description of how your performance management framework operates in practice, including:
operational activities that support the performance management process (e.g. consultation, training, reviews)
performance review timing and frequency
documentation (e.g. current position/role descriptions) and criteria used to assess performance (e.g. KPIs, industry standards, personal targets)
how performance is rated (e.g. qualitative and quantitative measures)
how performance documentation is used to establish trends or problem areas requiring attention
how poor performance is addressed (including grievance procedures), and high performance is awarded (e.g. rewards, incentive schemes)
feedback opportunities for both parties
legislative, documentation and reporting requirements.
Select two users of the performance management system (one line manager, one employee) and use the questionnaires in Appendix 2 to get user feedback.
Using your review (Task 3a) and the feedback given to you in Task 3b identify:
any issues, weaknesses, non-compliance with legislative or organisational requirements (potential or real).
improvement opportunities (including any review of associated policies or procedures)
Prepare a presentation or information pack that you could provide to new staff with performance management responsibility to adequately prepare them to effectively complete all the tasks related to performance management and address any questions that would be likely to be raised. In the presentation use an example of options to address a performance gap.
Develop a simple checklist that could be used by supervisors/managers as a tool to help them prepare in advance before conducting a performance review and address underperformance.
* Note: If you don’t have access to an organisation or the information required, you may instead choose to design a performance management process for a real or fictional organisation. Please clearly state the approach you have taken in your response
Summary of what to submit for Task 3Completed performance management framework/system reviewCompleted and signed performance management user feedback questionnaires
Written response to Task 3c
Presentation/information pack covering the areas listed in Task 3dChecklist (Task 3e)
Task 4
Draft a service level agreement that details the specifics of the service and level of support you will give line management using your organisation’s (or one you are familiar with) performance management system. A template is provided for you to use or you can use an internal document. An example is provided for you in Appendix 2.
Summary of what to submit for Task 4Draft service level agreement
Service Level Agreement: Performance Management
Description:
HR responsibilities Line management responsibilities Staff responsibilities
Key Performance Measures
Performance Management Metrics
Task 5
Scenario
One of your managers has come to you for advice on how to deal with an employee who does not complete work tasks to the required standard. Most of their work is project based and involves meeting tight deadlines. This impacts other team members, and ultimately the customer experience.
You have been asked to facilitate the performance management process with the manager and employee. The manager has suggested three (3) learning and development options; an introduction to project management; time management; and planning and prioritising work. In preparing to facilitate the performance management process:
Outline a grievance/dispute resolution process that can be used.
Use this table to expand on one of the learning interventions identified above and provide brief details of:
the learning intervention and timeframe
the expected or desired outcomes and benefits from the learning or training for the employee and the wider team
how diversity of needs of the learner will be addressed with the provider
the type of training (formal, informal, on the job, coaching, mentoring, workshop etc.) and provider
how you will evaluate the training and transfer of knowledge in the workplace
record keeping requirements of the learning intervention.
If appropriate, consult with others (e.g. HR, L & D) and indicate who was consulted.
Learning intervention
Brief description and timeframe Expected or desired outcomes and benefits Diversity of needs addressed by…………… Type of training and provider The training will be evaluated by ……………. Record keeping requirements Draft a simple service level agreement that can be used to engage an external provider.
Outline the due process that needs to be followed if the employee fails to improve following any learning and development intervention in accordance with any legislative and organisational requirements (including documentation).

Appendix 1 – Performance Management User FeedbackLine Manager Questionnaire
Question Response
What training were you given on the performance management framework we use? Were tools/templates/guides provided for you to use and were they easy to locate? Did you feel capable and confident in running the performance management process with your staff?
If no, why not? Is it simple to use but also of value to all? What are your goals in using the performance management framework?
to improve organisational performance
to align individual and organisational objectives
to develop a performance culture
to improve individual performance
to align individual behaviour to organisational values
to provide the basis for personal development
to inform performance pay decisionsother – please specify Did the system allow you to measure your gaols – did you achieve your goal? Did it help you to set goals with your employees Did you review performance of all your staff based on the requirements of their role? How consuming of your time is the process – is it worth the effort? Did you find it a positive experience?
If yes, why?
In no why not? What did you do after the performance management review? (Actions resulting from the process) What suggestions do you have to improve the process and your experience? Line Manager Signature Date
Employee Questionnaire
Question Response

• What training were you given on the performance management framework we use? Were tools/templates/guides provided for you to use and were they easy to locate? Is it simple to use? Did you feel prepared and positive before and during the process?
• If no, why not? What are your goals in participating in the performance management process? Did you feel that you achieved your goals? How much time were you given to prepare for the process? Did it help you achieve the goals set by you and your manager? Did you find it a positive experience?
• If yes, why?
• In no why not? What happened after the performance management review? (Actions resulting from the process) What suggestions do you have to improve the process and your experience? Employee signature Date
• Appendix 2 -HR Service Level Agreement and Key Performance Measures ExampleService Level Agreement: Recruitment and Selection
• Description: The process of publicising an employment vacancy in order to source and identify suitably skilled and/or qualified candidates for employment, including the competitive selection and testing of candidates identify best job-person fit
• HR responsibilities Line management responsibilities Staff responsibilities
• In partnership with management develop and maintain recruitment policy and procedures which support the efficient and effective recruitment and selection of high quality staff
• Develop and maintain tools and guidelines to support recruitment and selection practicesProvide a centralised advertising serviceProvide advice on the preparation and placement of advertising material and make recommendations on alterations to selection criteriaProvide estimate on timelinesProvide advice on selection methodologyUndertake the selection process including:
• Assembling appropriate selection panel
• Culling of candidates who do not meet selection criteriaManaging communication with candidates
• Referee checking

The management of appropriate recruitment records
Develop and deliver workshops and training sessions which support recruiters across the organisation in their development of position documentation and advertising material and in the recruitment and selection of high quality staffIn partnership with the areas of the business and senior management, coordinate the recruitment and selection of senior managersRegularly recruit and select staff members to meet needs of the workforce plan and as requestedProvide recruitment data to areas of the business which informs and supports their decisions surrounding recruitment, selection and advertising activitiesIdentify, review and assess vacant positions for filling via recruitment action, including the design and structure of new positionsFinalise approval to recruitPrepare initial brief and advice on recruitment material including position descriptions, selection criteria, advertisements and suitable advertising modesCo-ordinate and participate in the recruitment and selection of staff.

Approve selection methodologyEnsure recruitment and selection practices are undertaken in accordance with relevant legislative and policy requirementsUndertake the selection process including:
Review of candidates for short listing, interview, testing and referee checkingCompletion of appropriate recruitment records
Notify management of a vacancyReview position requirements with line manager/HR
Communicate timeframesPrepare necessary paperwork for approvalRecommend staff for selection panelParticipate in recruitment and selection process as requiredPlan for onboarding process
 

Key Performance Measures
Advertisements placed on job website/career page within five (5) working daysTime to fill <50 daysTracking the sources which attract new hires to the organisationNumber of candidates who leave in their first yearAbility of new hire to perform well and it well in the teamApplicants per job opening or per hireAverage hiring costs <$5000
 

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