ASSESSMENT TASKS

Qualification BSB51918 Diploma of Leadership and Management

Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

INSTRUCTIONS
You must read the student assessment instructions prior to completing all assessment tasks.
After you have completed all the tasks, you must declare that the completed assessment tasks are authentic and completed by yourself by
checking each point in the table below. You will also be required make an electronic declaration of authenticity prior to submitting your
completed assessment tasks.
Student declaration
I declare that:

 Acknowledgements

I am submitting work in this assessment pack that is my own, except where acknowledgement/s of sources are made.

I have not copied in part, or in whole, or otherwise plagiarised the work of others.

I declare that the material does not infringe the intellectual property/copyright of a third party and I understand that the evidence may undergo
electronic detection and used to make comparisons with other evidence submitted by current or previous students.

The Units of Competence, Elements and Performance Criteria which I studied during the course were explained and I was provided with
adequate resources which enable me to complete this assessment.

The assessment tasks, assessment criteria and assessment due date(s) for this course were explained.

I was advised and I am aware of The Academy’s Policies including the Assessment Policy and the Assessment Appeals Process.

I was given assistance from the trainer and/or other Academy staff during the study of this course when it was requested.

I understand that my feedback will be used for reporting purposes and continuous improvement.

I acknowledge that my personal and outcomes details shall remain confidential and will only be used for official reporting purposes.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSMENT TASK 1: KNOWLEDGE QUESTIONS

Assessment type: Written questions
 successfully complete all activities in all assessment tasks to be Competent for the unit.
 respond to all questions and submit them to the Trainer/Assessor on due dates specified.
 answer all questions to the required level, and as per guides provided for each.
Applicable conditions
 Your assessor may ask you relevant questions on this assessment task to check understanding.
 No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.
 Where your answers are deemed not satisfactory after the first attempt, a resubmission attempt is allowed. (please note that this may be
also dependent on individual needs of students)
Purpose of the assessment task
The purpose of conducing assessment is to ensure that you are able to demonstrate knowledge skills of the following:
 National Employment Standards (NES), Fair Work Act 2009 and unlawful termination application
 to consult internal stakeholders and gather information from internal stakeholders when preparing a position description.
 to create a work plan and to measure the cost effectiveness of work allocated and performance improvement plan.
 integrated scheduling tools to allocate work efficiently, cost-effectively and with a focus on outcomes
 of ‘Quantitative’ and ‘Qualitative’ performance standards and of SMART criteria to evaluate the relevance of a performance indicator.
 steps required to conducted in a risk analysis.
 performance management system and of management methods to obtain information about a person's workplace performance.
 provide informal feedback to staff on regular basis, to address poor performance of the employees, to conduct formal feedback session
to follow up instances and poor performance different stages of counselling process (PIP).
Assessment conditions, resources and equipment
Assessment must ensure access to:
 computers, printers, communication technology and information programs used to source industry information and relevant workplace
systems, documentation and resources
 access to relevant legislation, regulation, standards and codes
 case studies, scenarios and interaction with others to complete role-plays
Benchmark for Assessment
 You are expected to respond to all aspects of each question and case study. In some cases, direction is provided on the expected length
of your response. These assessments will require a Short, Medium or Long response.
 The following is a guide to the expected number of words for each of these categories unless otherwise indicated.
Short 50+ words
Medium 200+ words
Long 300+ words
Instructions to Student
Read all questions and complete as per guides provided. Ask your assessor to clarify if you do not understand a question prior to you
working on answers.
Questions:
1.1. Answer the following:
a. What is a modern award? Who is covered by a modern award? (Guide: Medium)
b. Prepare a list of ten (10) minimum employment entitlements, as defined in National Employment Standards ‘NES’. (Guide:
Medium)

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

c. What entitlements of National Employment Standards (NES) cover casual employee? (Guide: Short to Medium)

a. A modern award is a document that, in addition to the National Work Standards, specifies the minimal terms and conditions of
employment (NES). All employees covered by the national workplace relations system are eligible for modern rewards. Modern awards
are based on an industry or occupation, and they apply to both employers and employees who conduct work that is covered by the
award. For most employers and employees, a modern award will spell down all of the terms and conditions of employment. If the firm
is covered by a registered agreement, the terms of a modern award are usually no longer applicable. If the base pay rates in an
agreement are lower than those in the appropriate contemporary award, the modern award's base pay rates will apply. An award or
registered agreement will not cover all employers and employees. An employee is termed award and agreement free if they are not
covered by an award or agreement. The National Minimum Wage and the NES will serve as the minimum terms and conditions of
employment in these cases. While contemporary awards took effect on January 1, 2010, the Australian Industrial Relations Commission
(AIRC) allowed for five-year transitional measures to help affected firms and employees transition to the new system.

b.
 Weekly maximum hours
 Requests for more flexible working hours.
 Parental leave and other related benefits.
 Annual leave
 Caregivers' leave and compassionate leave
 Volunteering in the community
 Long-term leave
 Public holidays
 Notice of termination and redundancy pay
 Fair Work Information Statement
c. Casual employees only get some NES entitlements including:
 offers and requests to convert from casual to permanent employment
 unpaid carer's leave
 unpaid compassionate leave
 unpaid family and domestic violence leave
 unpaid community service leave
The Fair Work Information Statement and the Casual Employment Information Statement. In some states and territories long serving
casuals are eligible for long service leave.

1.2. As per Fair Work Act 2009 (Cth), what are the key requirements that an employer must follow to ensure that dismissal of an employee
is fair? (Guide: Medium)

The Fair Work Act 2009 outlines the terms and conditions of employment, as well as the rights and responsibilities of employees and
employers in relation to that employment, in order to create a balanced framework for productive workplace relations that promotes
national economic prosperity and social inclusion for employees under the national workplace system. It intends to accomplish this by:
 Establishing terms and conditions of employment
 Defining the rights and responsibilities of employees, employers, and organisations in relation to that employment
 Ensuring compliance with and enforcement of the Act
 Establishing the Fair Work Commission and the Fair Work Ombudsman to administer the Act.
The Act also provides employees with a guaranteed safety net of fair, relevant, and enforceable minimum terms and conditions through
the National Employment Standards (NES), Modern Awards, and National Minimum Wage regulations, in addition to these provisions
and guidelines.

1.3. Answer the following: (Guide: Medium to Long)

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

a. What does an enterprise agreement usually include? Identify and document any five (5) matters.
b. Explain the following types of enterprise agreements:
I. Single-enterprise agreements
II. Multi-enterprise agreements
III. Greenfields agreements

a. enterprise agreement usually include:

 Coverage term that explains who the agreement covers
 Flexibility term that allows an employer to vary some identified terms of the agreement with employees through an
agreed individual flexibility agreement
 Consultation term that requires the employer to provide notice and consult with affected employees regarding any major
workplace changes
 Dispute resolution term that allows the FWC or another independent party to settled disputes concerning matters arising
under the agreement
 Nominal expiry date of the agreement no longer than four years from the agreements approval.
b.
I. Single-enterprise agreements
Two or more employers with a common interest can form a single enterprise agreement. To form a single enterprise
agreement, all businesses who want to participate must first have the Fair Work Commission determine that they are
single-interest employers. Employers in connected organisations or partners in a joint venture, for example, may fall
into this category. A joint venture is a collaboration between two or more parties to complete a task or project.
These employers can band together to form a collective bargaining agreement with their employees.
II. Multi-enterprise agreements
Two or more employers, as well as the employees of those distinct firms, form a multi-enterprise agreement. Unlike
single enterprise agreements, these agreements do not require employers to demonstrate that they share a common
interest in the negotiating process. Employers must, however, agree to bargain collectively. This is a regular
occurrence in projects involving numerous organisations, such as building.
III. Greenfields agreements
A greenfields agreement is a type of enterprise agreement that is only available to a brand-new company. This may
be a new business or project, for example. The essential element of a greenfields agreement is that it requires the
company to sign into an enterprise agreement with a certain union prior to hiring any employees. A greenfields
agreement can be both a single enterprise and a multi-enterprise arrangement at the same time. The employer(s) and
an employee group like as a trade union are typically involved in the negotiation process for a greenfields
agreement.

1.4. How can you use the below given performance management methods to obtain information about a person's workplace performance?
(Guide: Short to Medium for each)
a. Regular reviews and formal appraisals
b. Peer, supervisor and subordinate assessments
c. Professional development plans

a. Regular reviews and formal appraisals

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Performance evaluations are critical for effective staff management and evaluation. Appraisals aid in the development of individuals,
the improvement of organisational performance, and the incorporation of corporate strategy. Formal performance assessments are
usually conducted once a year for all employees in the company. Each employee is evaluated by their line manager. Performance
appraisals are frequently used to inform annual pay and grade reviews, which often coincide with business planning for the following
fiscal year. In general, performance assessments evaluate each employee's performance against the trading year's objectives and
standards, which were agreed upon during the last evaluation meeting.
b. Peer, supervisor and subordinate assessments
Peer review is a process in which teammates, co-workers, and peers are requested to anonymously provide feedback on certain elements
of an individual's performance. Peer feedback is typically given to an employee's immediate supervisor in order to inform the entire
performance evaluation process. Some organisations, on the other hand, provide direct peer feedback to the individual. Peers provide a
unique perspective on employee performance and can provide valuable information into an individual's interpersonal, collaborative, and
influence capabilities.
c. Professional development plans
A professional development plan is developed by the management in collaboration with the employee to identify the skills and
resources required to meet the employee's career aspirations as well as the organization's business demands. Performance development
plans helps to keep track of, document, and provide feedback from your employees. Keep track of important dates, events, and
expectations, as well as the influence of action steps on their progress. It records:
 Observations of improved abilities or knowledge, as well as how they were put to use.
 Goals and objectives are being met.
 Observations of situations in which skills or knowledge could be utilised - to be used in future discussions.

1.5. Answer the following: (Guide: Medium to Long)

a. How can you make sure that the coaching process developed is effective?
b. Prepare a list of six (6) steps that provide a basic outline for an effective approach to coaching.

a. Build trust by developing a real relationship. The best leaders are more concerned with the success of their team than with their
own. There will be unrest whenever a leader's actions do not directly represent this ideology. That is why it is critical to have trust. It
will be extremely difficult to create an influence unless trust is created initially. A leader should never presume that their position
entitles them to trust; it must be earned. Aim for one target. Relationships foster trust, and happiness fosters openness. The ideal
environment for a leader to coach and mentor is created by establishing these powerful connections. The key is for the leader to
concentrate on one goal at a time for each team member. In most cases, when you urge a team member to stretch and improve in one
area, you'll also want them to be proficient in many other elements of their job. Be a consistent presence. Without a boss to add to the
mix, every team member you lead will have enough ups and downs in their lives. Effective leaders have a constant demeanour,
message, availability, and mission. A persistent, cumulative technique, similar to advertising, is particularly effective at building and
causing change and improvement.

b.
Demonstrate your belief in the employee's ability to improve. Show confidence in the employee's ability and willingness to solve the
problem. Ask him or her for help in solving the problem or improving their performance. Ask the employee to join in with you with the
goal of increasing the employees' effectiveness as a contributor to your organization.
Describe the performance problem to the employee. Focus on the problem or behavior that needs improvement, not on the person.
Use descriptions of the behavior with examples so that you and the employee share meaning.
Determine whether issues exist that limit the employee
Ask yourself whether the employee has the ability to perform the task or accomplish the objectives. Four common barriers are time,
training, tools, and temperament. Determine how to remove these barriers, assuming one exists. Determine whether the employee needs

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

your help to remove the barriers—a key role of a manager—or if he or she is able to tackle them alone.
Discuss potential solutions to the problem or improvement actions to take
With a lower-performing employee, ask the employee for their ideas about how to correct the problem, or prevent it from happening
again. With a high performing employee, talk about continuous improvement.
Agree on a written action plan
The written plan should list what the employee, the manager, and possibly, the HR professional, will do to correct the problem or
improve the situation. Identify the core goals that the employee must meet to achieve the appropriate level of performance that the
organization needs.
Set a date and time for follow-up
Determine if a critical feedback path is needed, so the manager knows how the employee is progressing. Offer positive encouragement.
Express confidence in the employee's ability to improve. Recognize, however, that the only person who is in charge of their
performance improvement is the employee. As much as you try to help, he or she is the one who is ultimately in charge of their growth
and improvement.

1.6. Answer the following:

a. As defined in Fair Work Act 2009, what is unlawful termination? (Guide: Medium)
b. In how many days should an unlawful termination application be made? (Guide: Short)

a. According to Section 772 of the Act, an employer may not fire an employee for one or more of the following illegal reasons:
 Temporary absence from work because of illness or injury (within the meaning of the Fair Work Regulations 2009)
 Trade union membership or participation in trade union activities outside working hours (or during working hours with the
employer’s consent)
 Non-membership of a trade union
 Seeking office as, or acting or having acted in the capacity of, an employee representative
 The filing of a complaint, or the participation in proceedings, against the employer involving alleged violation of laws or
regulations or recourse to competent administrative authorities
 Race, colour, sex, sexual orientation, age, physical or mental disability, marital status, family or carer’s responsibilities,
pregnancy, religion, political opinion, national extraction or social origin
 Absence from work during maternity leave or other parental leave
 Temporary absence from work for the purpose of engaging in a voluntary emergency management activity, where the absence
is reasonable having regard to all the circumstances.
b. An application for an unlawful termination must be filed within 21 days of the termination taking effect. The application will be
considered out of time if it is submitted after 21 calendar days. If the Commission believes there are special circumstances, it may grant
a late application.

1.7. Answer the following:

a. How should you create a work plan? (Guide: Short to Medium)
b. What should an individual work plan include? Identify and list any seven (7) items. (Guide: Short to Medium)

a.
Set goals. Set some ambitious but achievable goals for your project; these will govern every subsequent step, and will give your team
motivation to execute the plan.

Lay out objectives and deliverables. These deliverables are the specific actions you will take to achieve the broader goals you set

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

earlier. Also attach deadlines to each objective.

List resources. When people think of resources, they often think of funding, but it also refers to equipment, materials, space, and
labour. It's anything that is limited and can be used up by a project. List every single resource you can think of, and attach it to each
objective.

Identify obstacles. Identify potential obstacles that could prevent the success of the project, as well as leave some buffer to account for
any obstacles you can't foresee.
Create a step-by-step plan. Delegate roles and responsibilities to members of the team for each step in the work plan. If don't do this, a
step might not get done because no one knows who was supposed to complete it, resulting in delays to the project. This also helps you
with workload management, so some people aren’t doing all the work while the rest of the team contributes relatively little.

Execute and evaluate. Once the project is underway, evaluate how it's going on a regular basis — perhaps every week for a six-month
project. Chances are, you will encounter some issues that will require an adjustment to the work plan. Don't worry — that's what the
fourth step was for. If run into one of the obstacles identified, execute the backup plan and adjust the work plan accordingly. If done the
proper project planning, it should be flexible enough to do this.

b.
 Desired result or outcome
 Action steps.
 Time frame.
 Supervision.
 Potential resources
 Progress indicators
 Response.

1.8. Explain the purpose of performance development plan. How should you develop a performance development plan? (Guide: Medium)

A performance development plan is a strategy for boosting staff productivity. Managers and staff can use the PDP process to identify
areas for improvement, set goals, track progress, and develop a strategy to attain those goals. Employees and their managers can track
progress and make adjustments as needed by holding performance development planning quarterly (coinciding with regular quarterly
performance reviews). Ij order to develop a performance development plan, first Employees should first review their performance over
the last quarter (or whatever period you’re tracking) and evaluate what went well and what didn’t and what they would like to focus on
in the coming quarter. Next, employees should make goals based on the areas they want to improve. Usually, one to three goals for each
“improvement category” is sufficient. Under each goal, employees should list specific steps they will take to achieve their goals.
Without an actionable plan, it will be difficult to make or track progress. With clear goals in mind and a plan in place, employees must
now define the specific metrics or milestones they will use to measure their progress throughout the quarter. Then, identify what support
and resources are needed. Lastly, review and finalize the plan.

1.9 Explain the meaning of Key Performance Indicators and how they can be applied to individuals or groups within the workplace. What
performance indicators would the manager have to put in place to ensure that each staff member is working towards the agreed goals?
(Guide: Short to Medium)
A set of quantifiable statistics used to judge a company's overall long-term performance is referred to as key performance indicators
(KPIs). KPIs are used to determine a company's strategic, financial, and operational accomplishments, especially when compared to
those of other companies in the same industry. The most widely utilised performance measures are financial indicators, which include
revenue growth rate, net profit, and return on investment, among others. In terms of employee performance, output-related
measurements are frequently used. These can be useful for growing your company’s finances but companies that focus solely on profit
related indicators often face an innovation problem. Customer success indicators are increasingly seen as the most important
performance metric. Some of the main customer centred KPIs include: conversion rate, customer retention, Net Promoter Score (NPS),
etc. Due to differing objectives, companies that focus on customer centred indicators focus more on gaining a loyal customer base by
producing great quality products, utilizing different marketing techniques and emphasizing a strong customer support service.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

1.10 Explain how an employee can benefit from a succession plan and career pathway within their organisation. (Guide: Short to
Medium)

By identifying potential successors early on, managers can provide employee the time they need to gain the skills and experience they'll
need to succeed in senior positions. Managers also demonstrate to employees that are willing to invest in their personal development as
well as the company's. Creating a succession plan shows staff that managers care about their professional development and see promise
in their capacity to advance within the company. If employees work hard and enhance their skills, they will be able to perceive a clearer
career path.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSOR FEEDBACK
Please ensure that assessors complete feedback below and indicate if feedback was completed in the student portal for this task. Students are not to move to
assessment task 2 if they have not gained satisfactory outcome for task 2.
The assessor will indicate below if you are able to continue to task 2.

Date task checked and feedback provided:

Assessment task 1 is Satisfactory Yes  No  Was feedback provide on online? Yes  No 

If not Satisfactory – please insert resubmission due date:

Please advise the student if this feedback was or will be provided electronically when resubmitted.

The assessor will be using the following table to provide feedback if he/she were not able to provide feedback to you electronically using your student portal.

Comments, feedback and dates for each point is required

In this task the student was able to: Skills demonstrated well Skills needing improvement Date

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSMENT TASK 2: ROLE-PLAYS AND PROJECT ACTIVITIES

Assessment type: This task is divided into following 4 activities:
1. Role play with the Sales and customer representative managers
2. Discussion with the HR Manager
3. Negotiate work plans
4. Conduct risk analysis
You must:
 successfully complete all activities in all assessment tasks to be Competent for the unit.
 respond to all questions and submit them to the Trainer/Assessor on due dates specified.
 answer all questions to the required level, and as per guides provided for each.
Applicable conditions
 Your assessor may ask you relevant questions on this assessment task to check understanding.
 No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.
 Where your answers are deemed not satisfactory after the first attempt, a resubmission attempt is allowed. (please note that this may be
also dependent on individual needs of students)
Purpose of the assessment task
This assessment task is designed to evaluate your following skills and abilities to:
 participate in role play with the Sales and customer representative managers.
 consult relevant groups and individuals on work to be allocated and resources available.
 negotiate work plans.
 develop work plan in consultation with the employees.
 allocate key performance indicators to assess their performance
 conduct risk analysis.
 allocate work in a way that is efficient, cost effective and outcome focused.
 develop and agree performance indicators
 allocate work in a way that is efficient, cost effective and outcome focused.
Assessment conditions, resources and equipment
Assessment must ensure access to:
 computers, printers, communication technology and information programs used to source industry information and relevant workplace
systems, documentation and resources
 access to relevant legislation, regulation, standards and codes
 case studies, scenarios and interaction with others to complete role-plays
Benchmark for Assessment
 You are expected to respond to all aspects of each question and case study. In some cases, direction is provided on the expected length
of your response. These assessments will require a Short, Medium or Long response.
 The following is a guide to the expected number of words for each of these categories unless otherwise indicated.
Short 50+ words
Medium 200+ words
Long 300+ words
Instructions for students:
This assessment task requires student to demonstrate skills to allocate work and provide informal feedback to the employees. This task is
divided into four (4) activities. Before initiating the task, Student must refer to the simulated business case. This simulated business case will
provide detailed information regarding the policies, procedures and systems implemented in the organisation.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Read the following Case Study and scenarios and complete all following activities as indicated.

Case Study
Background
Plumbing sales ltd. is Melbourne’s largest online plumbing supplies with thousands of products from leading industry suppliers in stock
available for purchase online and in store. We are an Australian, family owned business that has been servicing the plumbing industry for
over 60 years, and staff with extensive industry knowledge.
The business sells hardware of all kinds, quality tools, paint, and housewares. The business is operated by its sole shareholder, James
Smith. The company has a total of ten employees. It will sell its products in the local market. 
THE MARKET
Approximately 60% of our customers are men and 40% are women. The percentage of customers that fall into the following age
categories are:

Under 16 0%

17-21 5%

22-30 30%

31-40 30%
SALES
41-50 20%
The business has three sales and customer representative’s managers in three (3) different
departments. Five employees work under each manager. Furthermore, one additional employee
51-60 10%
will be required to be recruited in the “Bathroom and kitchen accessories department” to achieve
the sales goals.
61-70 5%
The business attracts 30% of the customers from social media ads, 5% of customers from local
Over 70 0% directories, 5% of our customers from the yellow pages, 10% of our customers from family and
friends and 50% of customers from current customer’s reference.
Customer service objectives:
Achieve customer service satisfaction rate of more than 90%.
Achieve first call resolution rate of 70-75%.
Decreasing the call forwarding process.
MANAGEMENT
The business evaluates the quality of our management staff as being excellent. Our sales and customer representative’s managers are
experienced and very motivated to achieve the various sales and quality assurance objectives we have set. We use a management
information system which produces key inventory, quality assurance and sales data on a weekly basis. All data is compared to previously
established goals for that week and deviations are the primary focus of the management staff.
JOB DESCRIPTION: GENERAL MANAGER
The General Manager of the business of the corporation is the president of the corporation. He is responsible for the complete operation
of the retail hardware store which is owned by the corporation. A detailed description of his duties and responsibilities is as follows:
Sales
Train and supervise the three sales people. Develop programs to motivate and compensate these employees. Coordinate advertising and
sales promotion effects to achieve sales totals as outlined in budget. General manager oversees purchasing function and inventory control
procedures to insure adequate merchandise at a reasonable cost.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Finance
Prepare monthly and annual budgets. Secure adequate line of credit from local banks. Supervise office personnel to insure timely
preparation of records, statements, all government reports, control of receivables and payables and monthly financial statements.
Administration
Perform duties as required in the areas of personnel, building leasing and maintenance, licenses and permits and public relations.
Scenario 1
One of the sales and customer representative’s managers is about to take 12 months of unpaid parental leave. The business either needs to
hire a new employee or find an option who can take his/her place.
This sales and customer representative manager used to work in “Plumbing accessories department”. The business is only left with two
sales and customer representative manager. An employee “Ryan” working in “Bathroom and kitchen accessories department” has
expressed his interest in working in this position reporting to the General Manager. He believes he has the skill to sell to customers based
on his technical knowledge and customer service experience but he has no sales experience.
If the business hires a new employee, they must train the employee. Furthermore, the knowledge of products is also a concern.
Considering this, Ryan can be a good option because he has already learned and practiced the customer skills in the “Plumbing
accessories department”. Moreover, he ticks most of the boxes of the requirements given in “Employee position description” (Appendix
1). The only concern that you have is the Ryan’s inability to learn new skills, sales technique and knowledge while persisting through a
period of adjustment.
Scenario 2:
To achieve the sales goals, one new employee is to be recruited. A manager from “pipes and fitting” department has provided reference
for a candidate name “Jeff” who has worked in this industry for 5 years and feels that he is competent for this job role. Jeff does not work
for this company but he has knowledge of all the products and accessories in plumbing departments.
The only concern is that he last worked in this industry five years back, but still has appropriate amount of knowledge. However, training
would be required to answer calls and improve his computer skills.
You are the “General Manager” of the organisation.
You are responsible for carrying out all the operations.

Activities:
2.1. Review the Case Study and scenarios above and organise Role play “Determining the best sales and customer representative manager.”
You will participate in role play as the General Manager of the “Plumbing accessories department” and “Pipes and Fitting” department.
During the role play, you need to discuss suitability of Ryan and Jeff for the job position with other managers. Identifying the benefits,
they bring to the job.
The key elements to be discussed are as follow:
 Position description
 Performance/knowledge gaps in the employees.
 Training requirements.
 Current Skill Level
a) Prior to the role-play you must document the key elements to be discussed mentioned above and discuss your notes with your
assessor who will provide you with feedback.
Your assessor will organise a colleague to act as the sales and customer representative manager’s and allocate a date and time for
the role play. Your assessor will ensure that all students have had a chance to develop their role play documentation. (Your
assessor might also act as the Sales and Customer Representative Manager if required).

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

b) Using your notes, conduct your role play as directed by your assessor and within the timeline on the date and time allocated by
your trainer.
Template:

Content Discussion

Suitability of employees based on Ryan works in the "bathroom and kitchen accessories section" and uses his technical knowledge and
position description customer service experience to offer products to clients. Personnel must be trained if the organization
hires new employees. Furthermore, product expertise is an issue. Ryan could be a good fit because he
has already learned and practiced customer service skills in the Plumbing Fittings Department. Jeff
does not work for us, but he is well-versed in the plumbing department's goods and accessories. The
only concern is that he hasn't worked in the industry in five years but still knows what he's talking
about.

Performance/knowledge gaps in Ryan has never worked in sales before. Ryan's failure to pick up new skills, sales techniques, and
the employees information when adjusting to a new situation. Jeff spent the previous five years in the prior industry.
He also needs to work on his computer skills.

Training requirements • Outstanding sales and negotiating abilities.

• The ability to inspire and lead a group.
• Initiative and zest for life.
• Excellent communication and "interpersonal skills"
• Excellent planning and organizational abilities
• The ability to remain calm while working under duress.

Performance checklist (Part A):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part A)
2.2. Discussion with the HR Manager
After discussing the position description with the managers, it has been discussed that Ryan and Jeff will be hired on part time basis
with minimum 25 hours a week. Considering this, you are required to document the following notes and discuss your notes with the HR
Manager (your assessor or someone appointed by your assessor):
 Legal and regulatory requirements
 Relevant awards and certified agreements applicable.
 Staff development options based on the knowledge and performance gaps.
Template:

Content Discussion

Legal and regulatory Anti-bullying and Equal Employment Opportunity (EEO) are critical. Employees should be able to
requirements quickly determine what they are, and managers should be aware of the procedure. The Commission
provides training and consulting services in equal opportunity policies and practices. Training might
take place on-site or at the Commission's headquarters. This policy covers all work-related duties and
activities, including funded external training courses, and applies to all employees, including
contractors.

Relevant awards and certified Every employer should keep in mind that simply signing an employment contract does not indicate

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

agreements applicable that the employee is exempt from the minimum criteria set out in the relevant award and the NES.
Employees' rights that are part of their legal minimum entitlements cannot be taken away by a
contract. If an employment contract provides for 5 days of sick leave each year, the employee is still
entitled to the NES-mandated 10 days of personal leave, which includes sick leave. If it is determined
that the corresponding award provides the employee with a far more beneficial entitlement, the award
system will be used instead of NES.

Staff development options To deliver professional training that will educate employees for success in their professions, we must
first equip them with all of the skills and resources they will need to succeed. This comprises
professional training and exercises for new staff, as well as the creation of a knowledge base of vital
information and best practices. This instruction and guidance can be done by both Ryan and Jeff.
Assist managers in becoming more effective coaches. Employees may reflect on their
accomplishments and supervisors may encourage them in attaining their fullest potential when
corporate leaders intend to have the correct dialogues on a regular basis. Enhance cross-departmental
collaboration. Despite the challenges of managing a completely united staff, emphasising cross-
departmental training can help bridge cultural gaps, provide employees with opportunities to learn
more about other sectors of the business, and inspire more empathy. Ryan will require this assistance
more than Jeff.

Performance checklist (Part B):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part B).
2.3. Negotiate work plans
After meeting with the managers, you will need to meet with Ryan and Jeff to negotiate a work plan.
The work plan is to be prepared for a six-month transition period. Considering the new staff, sales performance decline, up to 20% is
acceptable for this period. The actual sales target is $10,000.
The work plan will be based on the Performance/Knowledge gaps (as discussed with the managers).
During the meeting you will:
 Discuss the general performance expectation and code of conduct with the employees.
 Discuss the position description.
 Discuss the Performance/knowledge gaps identified.
 Develop work plan in consultation with the employees that includes the following: (Template 1)
o Goals/Activities based on the organisational objectives and Performance/knowledge gaps of the employees.
o Key performance indicators to assess their performance.
o Accountability/dependencies.

Competence Level/standard

Continuous learning and Use self-evaluation skills to identify skill gaps and be open to management to training requirements to
development achieve competency.

Health, safety, security and Follow policies and procedures relevant to WHS, recordkeeping, finances and sustainability.
environment

Template 1: Work plan

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Name of document Work Plan Candidate: Ryan

KRA Activities/goals Measurement/KPIs Accountability/dependencies

Financial To meet the monthly and weekly Revenue Growth Measure sales activities, improve
sales goals increase by 40% for the close rate, increase average sale
whole month

Knowledge of the product Encourage regular training Customer / user Consistent training. This enables
habits. Having staff take training acquisition, Trial- them to complete their tasks
regularly to keep product customer conversion rate efficiently and professionally.
information fresh

Customer focus Appoint leadership. For a net promoter score, fast Develop good service to meet as
company to be customer- response time many of the customer's demands and
focused, it must first have desires as possible.
customer-focused leadership

Communication skills Offer Multiple Options for Customer feedback are Increase customer satisfaction and
Service. Use Positive Language, positive relationship
Encourage Effective Listening
Skills

Technological skills Capable of completing and No errors occur Build-up online profile, increasing
processing orders as well as the convenience, providing self-serve
buying procedure options and allowing for targeted
marketing campaigns.

Continuous learning and Learn simultaneously while Performance increase Taking up training programs or online
development work. It is ensuring that team seminars outside of work.
develops the habit of acquiring
skills, knowledge, and abilities

Name of document Work Plan Candidate: Jeff

Financial To meet the monthly and weekly Revenue Growth Measure sales activities, improve
sales goals increase by 40% for the close rate, increase average sale
whole month

Knowledge of the product Encourage regular training Customer / user Consistent training. This enables
habits. Having staff take training acquisition, Trial- them to complete their tasks
regularly to keep product customer conversion rate efficiently and professionally.
information fresh

Customer focus Appoint leadership. For a net promoter score, fast Develop good service to meet as
company to be customer- response time many of the customer's demands and
focused, it must first have desires as possible.
customer-focused leadership

Communication skills Offer Multiple Options for Customer feedback are Increase customer satisfaction and
Service. Use Positive Language, positive relationship
Encourage Effective Listening

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Skills

Technological skills Capable of completing and No errors occur Build-up online profile, increasing
processing orders as well as the convenience, providing self-serve
buying procedure options and allowing for targeted
marketing campaigns.

Performance checklist (Part C):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part C)
2.4. Conduct risk analysis.
After the role play with the managers and employees, you need to identify and analyse the risks associated with “Ryan” and “Jeff” and
record the analysis in risk management template provided. The risks must be related to the following:
 Wrong process sales orders
 Lack of new product knowledge
 Staff attitude
Risk management plan template
Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible

Ryan

Enter the wrong Medium Medium Recruit a person in Monitor until he is fully 5 days Human resources
process sales charge to look after experience on processing management
orders Ryan by keep track the sales orders
order until it is
fulfilled

Lack of new High High Training regularly. Give him test randomly for One month Product
product Keeps product one month to test how management
knowledge information fresh. much of understanding did
he knew

Jeff

Attitude High High Meet face-to-face, Offer one to one session One month Human resources
negative in listen and discuss and weekly for one month management
workplace promote positivity

Performance checklist (Part D):

To be completed by assessor. Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your
assessor has completed the required checklist for (Part D).
Appendix 1: Employee position description

Position Description:

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Job title: Sales & Customer Representative

Reports to:

Sales representative manager (Bathroom and Department/ Division: Bathroom and Kitchen Accessories
kitchen accessories department)

Summary of position
Provide expert advice to customers on plumbing products and accessories; resolving product and service problems.

Essential job requirements

● Managing incoming calls and customer service inquiries
● Generating sales leads that develop into new customers
● Identifying and assessing customers’ needs to achieve satisfaction.

Required competence/education
What is the minimum competence/educational requirements for this position?

Competence Level/standard

Knowledge of the product Worked in this industry and has knowledge of products and accessories.
Ability of identify customer needs, provide advice and explain the usage of each product to the
customer.

Customer focus Customer orientation and ability to adapt/respond to different types of characters
Excellent communication and presentation skills

Technological skills Complete and process orders.

Competency to operate point of sale technology.
Keep records of customer interactions, process customer accounts and file documents

Communication skills Build sustainable relationships and trust with customer accounts through open and interactive
communication
Handle customer complaints, provide appropriate solutions and alternatives within the time limits;
follow up to ensure resolution
Follow communication procedures, guidelines and policies

Continuous learning and Use self-evaluation skills to identify skill gaps and be open to management to training
development requirements to achieve competency.

Health, safety, security and Follow policies and procedures relevant to WHS, recordkeeping, finances and sustainability.
environment

Physical requirements: Must be able to work for eight hours shift and sometimes some extra hours as well.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Mental requirements: N/A

Equipment used: Computer/point-of-sale terminal, telephone, fax machine, power tools.

Experience requirements: Minimum 1 year

Working conditions
● Indoor warehouse environment.
● Call availability and services

Signature: (responsible manager):

Date of issue:

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSOR FEEDBACK
You will receive online feedback to your answers. Please check you portal for feedback for this task so you can progress to the next
assessment task. Your assessor will also indicate in your feedback if you need to resubmit any of the questions.

Assessor’s observation checklist:

Comments, feedback and dates for each point is required - insert NA where feedback is not appropriate)

Checklist (Part A): Date: Time: Duration: (mins)

Checklist points: Skills demonstrated well Skills needing improvement

a) Discussed suitability of Ryan

and Jeff for the job position
with the managers.

b) Identified the
performance/knowledge gaps
in the employees

c) Identified the training

requirements

d) Used language and structure

appropriate to context and
audience.

Checklist (Part B): Date: Time: Duration: (mins)

a) Discussed with the HR

Manager requirements for
staff development and
performance

b) Demonstrated knowledge of
key legal concepts related to
employment.

c) Used effective listening and

questioning skills.

Checklist (Part C): Date: Time: Duration: (mins)

a) Negotiated the work plan.

b) Demonstrated knowledge of
the general performance
expectation and code of
conduct with the employees.

c) Discussed the position

description.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

d) Discussed the
Performance/knowledge gaps
identified.

e) Work plan included the

Activities, KPI’s and
accountabilities for required
KRA

f) Collaborated with Ryan and

Jeff to achieve joint
outcomes.

Checklist (Part D): Date: Time: Duration: (mins)

a) Identified and analysed the

risks associated with “Ryan”
and “Jeff” and record the
analysis in risk management
template provided.

b) The risks identified included,

product sales, knowledge and
attitude

Task outcome:  Satisfactory  Not Satisfactory

Insert re-submission due date: Only if required

Resubmission feedback: Only if required

Please advise the student if this feedback was or will be provided electronically when resubmitted.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSMENT TASK 3: PROJECT AND PRACTICAL ACTIVITIES

Assessment type: This task will be required to conduct a training session and train the sales and customer representative managers. You
must:
 successfully complete all activities in all assessment tasks to be Competent for the unit.
 respond to all questions and submit them to the Trainer/Assessor on due dates specified.
 answer all questions to the required level, and as per guides provided for each.
Applicable conditions
 Your assessor may ask you relevant questions on this assessment task to check understanding.
 No marks or grades are allocated for this assessment task. The outcome of the task will be Satisfactory or Not Satisfactory.
 Where your answers are deemed not satisfactory after the first attempt, a resubmission attempt is allowed. (please note that this may be
also dependent on individual needs of students)
Purpose of the assessment task
This assessment task is designed to evaluate your following skills and abilities to:
 identify the main features of performance management plan.
 evaluate the effectiveness of the current system in place and identify the weaknesses in the performance management system.
 identify the amendments in performance management system.
 gain support for your amended system.
 provide training/coaching to managers.
 conduct coaching session and complete a performance improvement and development plan.
 terminate staff in accordance with legal and organisational requirements.
 prepare an informal coaching session.
 evaluate gaps between expectations and performance.
Assessment conditions, resources and equipment
Assessment must ensure access to:
 computers, printers, communication technology and information programs used to source industry information and relevant workplace
systems, documentation and resources
 access to relevant legislation, regulation, standards and codes
 case studies, scenarios and interaction with others to complete role-plays
Benchmark for Assessment
 You are expected to respond to all aspects of each question and case study. In some cases, direction is provided on the expected length
of your response. These assessments will require a Short, Medium or Long response.
 The following is a guide to the expected number of words for each of these categories unless otherwise indicated.
Short
50+ words
Medium
200+ words
Long
300+ words

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Instructions for students

This assessment task is in continuation with “Assessment task 2”. In this assessment task you are required to conduct a training session
(role-play) and train the sales and customer representative managers.
Before starting the tasks, you are required to refer to the “Simulated Business Documentation” provided to you along this unit of
competency. You are to review the policies and procedures given in the Simulated Business Documentation. Your assessor will guide you
with business documentation access.
Read Scenario 1 and complete activities as indicated.

Scenario 1:
Senior management has recently noted that there has been decline in the employee performance as they have not been able to
meet the sales/revenue targets.
Customer satisfaction surveys and questionnaire have revealed that the customer satisfaction levels have also declined in last
six months.
Senior management has also conducted review to evaluate the reasons behind the declining sales revenue and customer
satisfaction rates. They have used “Ballot box system” to identify the employee issues, where employees would discuss the
reasons for the performance downfall in questionnaire and put the documented questionnaire in the ballot box.
The outcomes of the “Ballot box system” are as follow:
Employees have complained about lack of:
 continuous training and development provided.
 meaningful rewards and recognition.
 acknowledgement.
 frequent communication with employees.
 constructive feedback.
Furthermore, the outcomes have revealed that approximately 35% feels disengagement from work.
A large proportion of employees, 45%, always or often feel disengaged from work; their sense of self-confidence and optimism is low.
The senior management has identified that risk of retaining the current employees if the same continues to happen. The company cannot
afford this.
The main cause of this identified is the performance management systems in place.
You are the General Manager of the Plumbing sales ltd.
The senior management has asked you to deliver training session to Sales and customer representative managers on the performance
management system and the plan that should be implemented to improve the current system to take account of the employees’
development.

Role-play instructions:
There will be three (3) Customer service and sales representative managers in the training session.
During the training session, your assessor will take on the role of one of the Customer service and sales representative (or appoint someone
else) manager and other two (2) roles will be allocated to the students.
You will need to arrange the time and place with your trainer/assessor for the training session.
Activities:

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Use the space below to record the date and time of the role-play session to ensure that you and your colleagues are on time. Please note that
your assessor will monitor that you have followed the planned date and time to gain Satisfactory outcome of this assessment task. Your
assessor will explain to you about how to complete this activity, who will be involved and how the activity will run.

Date of the coaching session 10/06/2021 Time of the coaching session 10 a.m.

3.1. Before you conduct the role-play “the training session”, you are required to develop a Power Point presentation that includes the
following points and present it to your assessor for feedback.
a) Refer to the current performance management system given in simulated business and identify the main features including:
o Ongoing performance management
o Formal Performance review process
o Formal Performance review process for new employees
o Performance appraisals
o Training and development
b) Evaluate the effectiveness of the current system in place and identify the weaknesses in the performance management system.
c) Identify the amendments that you think should be made to the system. Include:
o Problems in the previous system.
o How implementation of the amendments can address the problem?
d) Use the space below to copy and paste your presentation or provide a link or advise your assessor the name of the presentation,
date when it was uploaded and where.

Student will be pasting or providing information about the presentation in here.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

3.2. Once you have prepared the presentation, you are required to deliver the training session.
During the training session, you are required to:
a) Discuss the main features of the performance management system.
b) Discuss the effectiveness and problems in current performance management system.
c) Discuss the amendments to be made.
d) Discuss, how implementation of the amendments can address the problem?
e) Gain support for your amended system: Provide an explanation of the benefits of your amendments.
f) Provide training/coaching to managers on the following:
o Implementation of the new performance management system.
o How to make sure that the employees feel part of the organisation?

A modern, human-centered method to promoting, evaluating, and enhancing employee performance is continuous
performance management. It allows your company to establish a trustworthy environment in which employees feel empowered to
manage their own development. Growth and development are at the heart of continuous performance management. It's all about
cultivating a culture in which employees feel free to provide feedback up, down, and throughout the firm. It's also about assisting
employees and businesses in realizing their full potential.
Formal performance review reviews are held on a regular basis and are normally completed by all supervisors at the
same time. They are "official" and are used to evaluate a person's performance over the course of a year. A written report is usually

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

written and filed in the person's personnel file. Reviewing performance is an important skill for a manager to have, but it may also
be tough. The majority of employees are concerned about how their performance is seen by management. They naturally reject and
detest being told that they made mistakes or are lacking in some areas. Managers that are good at reviewing others' performance
recognize the importance of the formal performance review process, plan ahead of time, and complete the task carefully.
Never be too harsh or too complimentary in new employees’ reviews. The manager should point out what the new
employee did well and where they may improve, while also taking into account any faults that were beyond their control. Ensure
helpful feedback and should always be actionable. Any company- or position-specific competencies, as well as the employee's
accomplishments and contributions to their job or organization, should be included in the evaluation.
A periodical examination of an employee's work performance and overall contribution to a firm is called a performance
evaluation. A performance assessment, also known as an annual review, performance review or assessment, or employee appraisal,
assesses an employee's abilities, accomplishments, and growth or lack thereof. Companies utilize performance assessments to
provide employees with broad feedback on their work, as well as to justify salary raises, incentives, and termination choices. They
can be done at any time, but they are most commonly done annually, semi-annually, or quarterly.
Employee development and training programs are critical to the success of businesses all around the world. These
programs not only allow employees to develop their abilities, but they also allow businesses to increase employee productivity and
improve business culture. Employees can benefit from a variety of in-person and online training and development options. They
can provide those possibilities through in-house training, third-party training, or off-site activities. Employees can benefit all sorts
of training and development like management training, sales training, new employee training etc.
The current system is in a negative condition. Situations like lack of continuous training and development provided, no
meaningful rewards and recognition, no acknowledgement, no frequent communication with employees and lack of constructive
feedback will face major legal, financial, and productivity concerns if it does not have good HR management. These issues may
eventually cause it to fail. Human resource departments are critical to the success of any company. The administrative
responsibilities of an organization are overseen by this department.

Poor performance management can lead to employees could quit based on unfair results. If an employee performs
well and then feels that they were assessed unfairly, there’s little motivation left for him/her to stay with the company. Even if an
employee doesn’t leave the company, they may become withdrawn and disengaged. Fabricated or misleading information can
affect the review. Without performance data to back up the appraisal, there’s no way to determine what’s true, a manager or peer
could provide information about performance that’s either false or misleading, thereby skewing the assessment unfairly.
Employee morale may drop. Employees who feel that they were evaluated unfairly will likely lose self-esteem, which
can create resentment towards management as the organization as a whole—ultimately damaging employee morale across the
company. Employees become demotivated. When employees feel unappreciated or unrecognized, their motivation drops, which
ultimately leads to lower engagement and lower performance rates. Job satisfaction drops and employees become burnt out. If
the performance management system using is unfair and invalid, employees are more likely to become dissatisfied and burnt out in
their roles. Legal risks increase. Giving negative appraisals with no data or proof to back up claims of poor performance can be
risky. Employees who feel like they haven’t been evaluated fairly could take legal action against your company.

Improve organizational communication by prioritize company culture. As today’s business world grows, organizations
require culture-heavy workday approaches to foster creativity. Why? Because incoming millennial workers value company
goodwill, brand philosophy, and engagement innovation. Your organization’s culture is more important than you know, and it’s
responsible for sustainability and internal optimization. So, promote employee ideas individually. The organization, after all, is a
sum of its parts.
Develop an effective training program. Employee training is critical in a variety of ways. It boosts employee retention and
improves staff engagement. It can also improve efficiency, innovation, and production if done correctly. Training benefits
personnel and, as a result, your profitability and customers.
Provide more regular feedback to employees. It is to motivate your team and increase their productivity and motivation. It also
provides clear goals and milestones, and enables employees to evaluate their own performance. Allows employees to recognize
their strengths and work on their weakest points and improves connections between employees and managers. When it comes to

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

improving employee performance, manager also need to increase performance. After all, teams aren't self-contained islands that
make decisions on their own.
Build a company cultural vision. Every employee in a great corporate culture understands the ideals. Workplace involvement:
Great corporate cultures encourage employee participation and create constructive, enjoyable methods for employees to get
together for personal and professional development activities both during and outside of normal business hours.

Performance checklist: To be completed by assessor.

Assessor checklist for this activity is situated at the back of this assessment task. Please ensure that your assessor has completed the required
checklist for this activity.
3.3. In this assessment task you are required to complete the following two activities:
 Conduct coaching session and complete a performance improvement and development plan.
 Terminate staff in accordance with legal and organisational requirements.
Read the scenario below and complete activities below.

Scenario 2:
A work plan was prepared for Ryan for a period of 6 months when he was employed (refer to assessment task 2).
Initial period of Ryan’s employment of six months have been completed. Now it is the time to for performance review and provide him
feedback regarding his performance over the course of six months.
Following are the outcomes of the performance review conducted:
 Ryan has not been able to meet the performance standards. He has not been able to live up the expectations especially when you
have had a work plan in place that provided him proper training.
 Even after reducing the sales targets, he has not been able to meet them. Thus, it can be concluded that he has not put in efforts to
perform satisfactorily.
 He has made subsequent efforts to gain knowledge of the product range. That gives you hope that he will to focus on the areas that
he is still lacking in.
A detail review of his performance is as follow:
Performance score card:

KRA Target Result

Financial $8000 sales revenue per month $6,000 average

Knowledge of the product 100% 80%

Customer focus 8/10 4.5/10

Communication skills 9/10 7/10

Technological skills 9/10 9/10

Continuous learning and development 15-20 training hours 7 training hours attended.

a) You are required to provide informal and formal feedback to Ryan.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

You need to arrange a time and place with your trainer/assessor who will act as Ryan. (or the assessor will appoint someone).
Organise the time and date with your assessor or the individual who will be role-playing Ryan.
Use the space below to record the date and time that has been scheduled and agreed. Your assessor will be noting that you have
attended the session on time.

Date of the informal meeting with Ryan 10/06/2021 Time of the meeting with Ryan 12 pm

b) You need to review Ryan’s performance as discussed in the scenario and then conduct a coaching session with him. The session is
to be conducted based on performance management policy given in simulated business document.
Before the coaching session you will need to:
 Prepare an informal coaching session for Ryan considering the performance scorecard. (Use coaching plan template provided
below).
Coaching plan template

Coaching phase Notes/questions/planning

Goal and performance

KRA Target
expectations
Financial $8000 sales revenue per month
Knowledge of the product 100%
Customer focus 8/10
Communication skills 9/10
Technological skills 9/10
Continuous learning and development 15-20 training hours

Reality of actual performance

KRA Result
Financial $6,000 average
Knowledge of the product 80%
Customer focus 4.5/10
Communication skills 7/10
Technological skills 9/10
Continuous learning and development 7 training hours attended.

Opportunities to develop  Offer professional training from the get-go

 Help managers become better coaches.
 Enhance cross-departmental collaboration.
 Emphasize soft skills.
 Invest in personal development
 Time management

Willingness to develop and Set goals, commit to the process, and promote a culture of transparency.
commitment

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

c) You must now conduct the coaching session.

During the coaching session, you will need to discuss:
 performance expectations.
 expected target results and the actual results.
 your evaluation of gaps between expectations and performance.
 the reasons for gaps.
 opportunities to develop.
 his willingness to develop and his commitment to the organisation.
d) Use the space below to take comments you can refer to and ensure that you have not missed any feedback or discussions from the
session that you need to consider when completing the performance development plan or giving feedback.

Students will take own notes to make sure that they do not forget anything important when completing the performance development
plan, or giving feedback

Participant Feedback Form

Facilitator Name: Simon

Purpose of Presentation Consultation Session

Date and Time of Presentation: 10/06/2021, 11 a.m.

During the presentation, did the learner Tick YES or NO

Did the introduction capture your interest? Was a clear Yes □ No □

purpose conveyed?

Did the speakers support their points? Was the supporting Yes □ No □
material relevant and up to date?

Were visual aids used effectively and appropriated? Yes □ No □

Were key points reinforced? Yes □ No □

Clarify the main idea of the presentation? Yes □ No □

Was the speaker natural, enthusiastic? Did he/she speak Yes □ No □

clearly?

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

Participant Feedback Form

Facilitator Name: Miko

Purpose of Presentation Consultation Session

Date and Time of Presentation: 10/06/2021, 1 p.m

During the presentation, did the learner Tick YES or NO

Did the introduction capture your interest? Was a clear Yes □ No □

purpose conveyed?

Did the speakers support their points? Was the supporting Yes □ No □
material relevant and up to date?

Were visual aids used effectively and appropriated? Yes □ No □

Were key points reinforced? Yes □ No □

Clarify the main idea of the presentation? Yes □ No □

Was the speaker natural, enthusiastic? Did he/she speak Yes □ No □

clearly?

Participant Feedback Form

Facilitator Name: Alex

Purpose of Presentation Consultation Session

Date and Time of Presentation: 10/06/2021, 3 p.m

During the presentation, did the learner Tick YES or NO

Did the introduction capture your interest? Was a clear Yes □ No □

purpose conveyed?

Did the speakers support their points? Was the supporting Yes □ No □
material relevant and up to date?

Were visual aids used effectively and appropriated? Yes □ No □

Were key points reinforced? Yes □ No □

Clarify the main idea of the presentation? Yes □ No □

Was the speaker natural, enthusiastic? Did he/she speak Yes □ No □

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

clearly?

e) Based on the discussion in the coaching session and the performance expectations, you must also to complete the performance
development plan in agreement with Ryan.
To complete the performance development plan, you need:
 Set targets for the identified performance gaps.
 Set review dates.
 Set indicators of success/performance.
Performance improvement and development plan template:

Review period: 10/06/2021

Name and position: Ryan Manager: Jeffrey

Key result areas Identified performance gaps Indicators of success and Status report
performance
$6,000 average, which less
Financial $8000 sales revenue per month Ongoing
$2000
Knowledge of the product 80%, the variance with the
100% Ongoing
expected is 20%
Customer focus 4.5/10
8/10 Ongoing

Communication skills 7/10

9/10 Ongoing

Technical skills 9/10

9/10 Ongoing

Continuous learning and Only attend 7 hours.

development 15-20 training hours Ongoing

Next performance review period: 10/7/2021

Signature: Jeffrey
Date: 30/06/2020

3.4. Read scenario 3 below and complete this activity.

Scenario 3:
After the implementation of the performance improvement and development plan that was prepared for Ryan, you conducted the next
performance review.
The outcomes of the performance review were not at all satisfactory. There was not even minimal amount of improvement in the
performance review outcomes. It is particularly disappointing that even after regularly conducting performance review, providing

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

training/coaching and implementing performance development plan, no improvements have been seen.
So, the management has decided to terminate Ryan. The termination must be carried out in accordance with the legal requirements.

In this activity you will be terminating Ryan’s employment.

You need to formally invite Ryan to the meeting and conduct a meeting.
During the meeting, you will need to:
 State the reason for the termination.
 Be specific about what will happen next: pay, benefits, unused vacation time, references, outplacement, and so forth.
 Close by thanking Ryan for his contributions to the company.
 Email written notice of the last day of Ryan’s employment. (you must use SBTA email address)
(Note: Your assessor will continue to act as Ryan or appoint someone)
Termination letter example:

01-01-2022
Private and confidential

Ryan

(Psychiatrist) Level 4/ 235 Macquarie St, Sydney,

NSW 2000
Dear Ryan
Re: Termination of your employment
I am writing to you about the termination of your employment with Plumbing sales ltd.
In regards to you, we had a meeting on June 30th with myself and your center manager. We had encouraged you to increase your
finances, product expertise, customer focus, communication skills, and continued learning and development performance. The results of
the performance review were, for some reason, unsatisfactory. The performance review results did not show even a smidgeon of
progress. After two months, the conditions are still the same as they were on the 30th of August, when we conducted our review. It's
especially distressing that no progress has been made despite performing frequent performance reviews, offering training/coaching, and
implementing a performance development plan. As a result, the management has made the decision to fire Ryan for the following
reasons:
 Lack of productivity and poor quality of work.
 Insubordination and related issues such as dishonesty or breaking company rules.
 Frequent absences or chronic tardiness.
 Did not actively participate in training sessions to improve working abilities.
Because your employment at Plumbing sales ltd. lasted less than a year, you will get two weeks' severance compensation. Once you
have completed and returned the included release of claims agreement, you will receive your severance payout of $650. On the 14th of
January, your job will come to an end. In addition, your earned PTO will be paid out of your final paycheck*, which will be issued on
Friday, our regular payday. You can pick up this cheque at the front desk or have it mailed to you. Please let us know which option you
prefer.
At the termination meeting, we received your security swipe card, office key, and company-owned laptop and cell phone. The Fair
Work Ombudsman can provide you with information on minimal employment terms and conditions. You can reach them by calling 13

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

13 94 or visiting their website, www.fairwork.gov.au.

Please let us know if there is anything we can do to help you with your transition. I wish you a better life in the future.
Regards,

Jeffrey
---------------------
Manager, Human Resources

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

ASSESSOR FEEDBACK
You will receive online feedback to your answers. Please check you portal for feedback for this task so you can progress to the next
assessment task. Your assessor will also indicate in your feedback if you need to resubmit any of the questions.

Assessor’s observation checklist

Scenario 1 observation: Date: Time: Duration: (mins)

Comments, feedback and dates for each point is required (insert NA where feedback is not appropriate)

Checklist points: Skills demonstrated well Skills needing improvement

a) Identified main features

of the performance
management system were
in line with the simulated
business case.

b) Evaluated the
effectiveness of the
current system in place
and identify the
weaknesses in the
performance management
system.

c) Identified the
amendments required to
be made to the system.

d) Gained support for your

amended system.

e) Developed a suitable
presentation which
included all relevant
information required for
training session.

f) Presented the information

in a logical and interesting
way.

g) Presented the content

clearly and confidently.

h) Answered questions from

the sales and customer
representative manager.

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 ASSESSMENT TASKS
Qualification BSB51918 Diploma of Leadership and Management
Cluster number and name: LMD 2.2 Lead team and manage performance
Units of competency: BSBMGT502 Manage people performance
Student’s ID: STUDENT ID is to be inserted in this column and on all pages,
Assessor’s name: Please ensure assessor name is inserted.

i) Voice tone and pitch were

accurate.

Scenario 2 and 3: Date: Time: Duration: (mins)

a) Conducted coaching
session and completed a
performance
improvement and
development plan.

b) Used language and

structure to explain
expected standards of
performance, provide
feedback and coach staff

c) Applied the protocols

governing what to
communicate to whom
and how in a range of
work contexts.

d) Carried out termination of

employees in accordance
with the legal
requirements.

Task outcome:  Satisfactory  Not Satisfactory

Insert re-submission due date: Only if required

Resubmission feedback: Only if required

Please advise the student if this feedback was or will be provided electronically when resubmitted.

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