BSBMGT502 - Human Resources Management - Manage People Performance - Assessment Answer

BSBMGT502 Human Resources Management  Manage People Performance  Assessment Answer

Assessment Task:

1. When developing work plan in accordance with the operational plan, you must first determine the requirements of the plan through consultation with stakeholders.
a. List more than three internal stakeholders.
b. List more than three external stakeholders.

2. Using the right consultation method for the right group of people is not only important for obtaining the information that you need but also for obtaining buy-in and support from stakeholders that will ensure the successful development and implementation of your plan. Use the power/ interest grid for stakeholder prioritization to assist in determining the appropriate method of consultation.

 

Determine the suited consultation methods for each group.

3. Compliance is one of the largest of risks when dealing with employees. What are the potential risks when an organization is not meeting its legislative obligations? Match legislation and potential risks below.

 

3. When developing performance management systems, you may seek advice from human resources specialists. Who can we seek advice from and how can they assist?

4. Performance management requires a continuous process of plan, manage and review. The work that you and your team do contributes to the achievement of the organization’s goals. Therefore, it is important that you as a manager understands, sets, plans and monitors the work of his/her team. Describe in your own words what are the objectives in each stage and what should be done in each stage.
• Planning stage
• Managing stage
• Review stage

5. How you allocate the Allocate work in a way that is efficient, cost-effective and outcome focussed according to the work plan

6. What are the relevant key performance indicators for the work plan

7. There can be risks associated with staff performance management and the creation of new goals and objectives. Organizations often prepare detailed risk management
plans to identify possible risks that could damage the organization and the steps it would take to avoid such events happening. Describe the process/ stages of
managing risk.

8. You are working in the office and asked to conduct risk analysis in relation to Human Resource Management and you identified the following three risks.
• Poor organisational culture; low level of staff engagement and moral

• Lack of support by senior staff for some tasks that staff has lack of understanding and do not know how to complete

• Non-compliance on anti-discrimination

Complete risk analysis using the matrix below.

 

9. A code of conduct is a formal written policy that describes a set of rules about how an organisation’s employees are expected to deal with each other and with its customers. These serve as a public statement of the values of the organization, and are a visible guideline for employee behaviour. They act as a reference for staff in their day-to-day decision-making.

Quite often the rules of behaviour found within codes of conduct are linked to the standards of professional conduct or code of ethics of a particular industry. Undertake some Internet research into the codes of conduct that apply to the people working with children.

Explain how you would use the information from that Code of Conduct and implement in a performance management plan if you hire new employees in your organisation.

10. Employee performance management is a process that establishes a shared workplace understanding of organisational, team and individual goals. It is about aligning the employee’s agreed measures, skills, competency requirements, development plans and the delivery of results. The emphasis is on monitoring and control in order to achieve the overall business strategy and create a high performing workplace. Review the performance management system at your workplace. List the pros and
cons of the system in the table below.

Pro:
Cons:

11. Training employees to improve their competence to complete their essential job requirements is clearly a cornerstone component of a performance management
system.
a) Describe the process of training needs analysis
b) The objective of a training needs analysis is to develop a training plan for the organisation and contribute to a learning and development plan for the individual.
List a few training development options and how they can be effectively used.

12. Following terms in column A are used often in managing people performance. Which of the definitions does match with the term below?

Definition                                                                                                                                                                                     Term
A. A model that measures an organisation’s performance based on four different perspectives                                     Balanced Scorecard

 

B. An action plan that terms strategy to concrete activities

C. Performance measures that focus on achieving results that are seen as critical to the success of the organisation

D. Performance goals, creating performance standards, monitoring performance, rewarding excellence in
performance and working towards continual improvements

E. A management system to boost employee performance and the productivity of the organisation.

F. Management technique that draws feedback from a variety of separate perspectives.

G. A quality goal to integrate all business activities to create improved results for customers and stakeholders.

H. Employees provide feedback on their own performance

I. A formal review of employee performance. Also known as a performance review. J. Measures (outcomes) that indicate past performance.

13. How will you provide formal & informal feedback to staff?

14. What actions will you take against poorly performing staff?

15. What on the job coaching could you provide to improve performance?

16. How would you document each individual’s performance?

17. What would be included in structured feedback sessions?

18. Write a performance improvement plan for the staff with poor performance on sales. Base your plan on the example given below:

Assessment Task B: Case Study

For this task you must demonstrate knowledge and understanding of the process required to terminate a difficult employee. After reading the provided case study that relates to the discipline and termination of an employee, you are required to develop a clear argument to support the decision of Fair Work Australia, conduct a risk analysis and 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 as to why your organisation lost the case.

Procedure
1. Read and analyse the Case Study – Sam’s Termination (see Appendix attached).

2. Prepare a report that outlines and discusses:
a. the reasons the organisation lost its unfair dismissal case with Fair Work Australia

b. what the organisation should have been doing for it to have successfully defended its position against Sam’s claim of unfair dismissal.

c. what would have been the correct way to terminate Sam in accordance with legal and organisational requirements

d. List any legislation that applies to the situation presented in the case study.

e. 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. This should be based on relevant legislation.

f. Outline what documents would need to be developed for the organisation to evidence that it has implemented a process to support non-performing employees.

g. Using the case study 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, including:

• what should have been done at each stage
• when and where assistance from HR specialists would have been appropriate
• what support services could have been deployed in Sam’s case
• what documentation would have been appropriate at each stage.

You must provide a written report that outlines and discusses:

• The reasons the organisation lost its unfair dismissal case with Fair Work Australia.

• What the organisation should have been doing for it to have successfully defended its position against Sam’s claim of unfair dismissal?

• What would have been the correct way to terminate Sam in accordance with legal and organisational requirements?

Your assessor will be looking for:

1. A risk analysis of the case and strategies to mitigate future risks should similar situations arise

2. Description of the conditions under which misconduct and serious misconduct may be deemed to exist in the case study

3. A list of any legislation that applies to the situation presented in the case study

4. Development of 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, based on relevant legislation

5. An outline of which documents would need to be developed for the organisation to evidence that it has implemented a process to support non-performing employees

6. Description of how all steps of the performance review process and disciplinary hearing process should have been performed as per legal requirements and the organisational policies you have developed, including:

• what should have been done at each stage

• when and where assistance from HR specialists would have been appropriate

• what support services could have been deployed in Sam’s case

• what documentation would have been appropriate at each stage.

Appendix - Case study – Sam’s termination

You have recently become a Team Manager at a small security company. Sam is a programmer in your team. 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 aware of your predecessor’s methods for dealing with her. She would come out and yell at Sam and then go back to her office. Sam’s employee file that shows that there have been no verbal or written warnings recorded against her. As Sam’s new manager you have been managing her more effectively. You have been spending time to try and understand her 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 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 seven 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.
Two days later Sam filed an unfair dismissal claim with Fair Work Australia (FWA). The organisation received a letter from FWA 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 or 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 that 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 assault 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 $5,000 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 favor 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 report will guide the organisation in its decision-making over whether to pursue an appeal on Fair Work Australia’s ruling.
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.

 

 

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