BSBLDR522 Manage People Performance Assessment 1

BSBLDR522 Manage people performance

Assessment 1 ‐ Part A: Short Answer Questions Instruction

You are required to answer all of the following questions. You need to answer all of the written questions correctly. Generally, you are expected to write a response one or two paragraphs long. Please answer the questions using word processing software.

Assessment criteria

All questions must be answered correctly in order for you to be assessed as having completed the task satisfactorily.

1. Explain the key provisions of each of the following Acts:
   1. Fair Work Act 2009
   2. The Racial Discrimination Act 1975
   3. Sex Discrimination Act 1984
   4. Disability Discrimination Act 1992
2. Explain the purpose of the National Employment Standards and the 10 minimum entitlements.
3. Explain the use of modern awards in workplaces.
4. Identify at least two examples of modern awards using the Fair Work Ombudsman website. Write down the name of the award and the minimum wages under the award and minimum working hours.
5. Outline the purpose of an enterprise agreement and with which entity must the agreement be registered.
6. Outline minimum terms and conditions that must be included in an enterprise agreement.
7. Explain the process of performance management and the purpose of using performance management systems in the workplace.
8. Explain two types of performance management systems that can be used at work.
9. In what form must an employer provide an employee with notice of termination.
10. List two types of employees to whom notice of termination would not need to be provided.
11. Under what circumstances is an employee entitled to redundancy pay?
12. Explain at least three circumstances that can constitute unfair dismissal.
13. Which circumstances must apply for the Fair Work Commission to determine that an employee has been unfairly dismissed?
14. Outline five ways of that staff can develop skills at work
15. As a manager, list three types of information that you could provide to staff to help them to develop their knowledge base.
16. Explain four options that a company could take to control risks and four procedures to minimise risk. Assessment 1 ‐ Part B: Project Instruction

This assessment task requires you, in the role of Human Resources Manager of Boutique Build Australia, to meet with the Managing Director to discuss the company’s human resources priorities for the upcoming year and as documented in the company’s Strategic Business Plan. You will then need to develop a work plan for your team, as well as a risk assessment.

You will then need to meet your team to allocate the work based on the work plan that you have developed, as well as use the opportunity to remind your team about their Code of Conduct responsibilities.

Following this, you are also required to develop policy and procedures for performance management for Boutique Build Australia and conduct a 15‐minute training session for Boutique Build Australia managers on the new performance management policy and procedure.

Assessment Resources

• Strategic Plan
• Human Resources Action Plan Template
• Risk Management Plan Template
• Staff Code of Conduct

Assessment criteria

Students must complete all of the activities listed and submit:

• Completed Human Resources Action Plan
• Completed Risk Management Plan
• Performance management policy and procedures
• Performance management presentation

Carefully read the following scenario.

Boutique Build Australia Pty Ltd is a boutique building company based in Sydney that specialises in the design and build of high quality designer homes for the Sydney metropolitan and surrounding areas. The company has been operational for three years.

As the Human Resources Manager for the company, you are responsible for a small team of staff including the Human Resources Support Officer and the Learning and Development Coordinator. The Learning and Development Coordinator is a new appointment in place for the last two months.

As the Human Resources Manager, you are responsible for:

• Taking a key, and at times, leadership role in the development and implementation of generalist HR strategies, policies and projects.
• Identifying, designing and implementing general HR strategies and solutions to achieve agreed outcomes relating to: organisational design, organisational change, performance management, workforce and strategic planning and other generalist HR activities inclusive of effective negotiation and consultation with staff.
• Taking ownership of the HR results and outcomes.
• Providing high level, timely and professional advice to senior managers and staff, in interpreting and implementing human resource policy including: change management; HR planning; industrial relations; retention, performance management; workplace health; and organisation development and change.
• Delivering a high level of proactive and reactive support, management and advice to managers and staff in employee relations, encompassing, equal employment opportunity/diversity case management.
• Leading developing and motivating a small team.
• Contributing as a HR team member to develop and/or enhance policies, procedures and systems to support HR ‘best practice”.
  Representing and providing high level advice and support on internal and external forums and committees.
• Developing effective, collaborative relationships and networking with all internal clients and external stakeholders.
• Assisting the team to produce best practice learning aids and presentations
• Producing a quarterly review of people statistics and analysis for distribution to internal stakeholders.

The Human Resources Support Officer is responsible for:

• Recruitment processes ensuring the needs of the business are met in addition to adherence to legislative and internal policy requirements.
• Delivery of inductions to new employees within the office meeting legislative compliance measures as well as equipping new employees with necessary orientation information.
• Management of WHS incident reporting identifying improvement processes to minimise repeat incidents.
• The facilitation of ergonomic assessments and report analysis resulting in recommendations for individual requirements.
• Liaison point for workers compensation claims between insurance company and staff.
• Implementation and maintenance of the Human Resources Information System.
• HR metrics and reporting.
• Assistance to the HR Manager in strategic HR projects.
• HR administrative support including tasks such as maintenance of personnel files; maintenance of HR specific records on the share drive; reporting requirements relating to surveys and performance management cycles etc.
• Other duties as required.

The Learning and Development Coordinator is responsible for:

• Contribute to the delivery and evaluation of training and education programs to staff
• Contribute to the design and development of resource materials for use in the delivery of education and training materials for use in the delivery of training programs to staff
• Ensure that records are kept and maintained of all training activities
• Report to and cooperate with Human Resources Manager
• Ensure that all Policies and Procedures are implemented and complied with.

The company also employs the following staff:

Managing Director, Operations Manager, Marketing and Sales Manager, Sales Consultants (4), Office

Manager, Human Resources Manager, Construction Manager, Site Manager (2), Production Draftsperson (2), 6 Carpenters and a range of contract staff, including plumbers, electricians, tilers, painters and plasterers.

The workforce is predominantly male with the only four females employed (the Office Manager and the three Human Resources positions).

The company’s vision as stated in its Strategic Plan is to be the best boutique home builder in Australia. Its values are listed as quality, innovation, leadership, respect and honesty and reliability.

Complete the following activities:

1. Review the case study information above, as well as the Strategic Plan prior to attending attend a meeting with the Managing Director (your assessor).

The purpose of the meeting will be to discuss the development of a work plan for your team for the coming year to ensure that operational objectives for 2020 ‐ 2021 are met as outlined in the organisation’s Strategic Business Plan. Make notes on any questions that you have.

The Managing Director will discuss the following information with you:

• Overall strategic goals
• Operational objectives
• Resources available.

The duration of the meeting will be approximately 15 minutes.

At the end of the meeting, you must sign the observation checklist and submit to your assessor.

During the meeting, you will need to demonstrate effective communication skills including:

• Speaking clearly and concisely
• Using non‐verbal communication to assist with understanding
• Asking questions to identify required information
• Responding to questions as required
• Using active listening techniques to confirm understanding

2. After the meeting, you will need to develop an action plan for the human resources team based on the meeting discussion. You must use the Human Resources Action Plan Template.

The plan you develop should take into account all of the information provided to you at the meeting and include:

• Actions (focused on achieving operational objectives and must take budget into consideration to ensure cost effectiveness)
• Priority (costs
• Timelines
• Responsibilities (ensuring that task are allocated as appropriate to the staff member’s level of responsibility and to maximise efficiency in terms of completing groups of similar actions)
• Performance indicators

You will also need to develop a risk assessment to assess the likelihood of negative events preventing the company in meeting the actions as specified in the work plan you have developed and the likely consequences of such events.

Save this document as Completed Human Resources Action Plan.

3. Write a risk management plan.

Review the Risk Management Plan Template and complete the risk assessment table. You must use the Risk

Management Plan Template. Save this document as Completed Risk Management Plan.

4. Meet with the team to discuss the work plan and allocate tasks.

Meet with your work team (at least two) to discuss the plans you have developed, allocate tasks and confirm performance standards and work outputs as per your plan, as well as agree on performance indicators for tasks.

As you have also decided that this is a good opportunity to remind staff of Code of Conduct requirements, you should review the Code of Conduct provided to you ahead of the meeting so that you are able to explain key requirements to staff.

The duration of the meeting will be approximately 20 minutes. Make sure you print off the at least two copies of the plans you have developed to provide to meeting participants.

At the meeting:

• Provide an introduction to the meeting, including the purpose of the meeting.
• Provide a copy of the plans.
• Explain that the plans are based on the Strategic Business Plan objectives.
• Go through each of the actions, responsibilities, timelines and performance indicators.
• Explain the key themes of the Code of Conduct and employee responsibilities.

At the end of the meeting, all your group members must sign the observation checklist and submit to your assessor.

5. Conduct research by identifying and reviewing a range of performance management policies and procedures from other organisations.

Then develop a performance management policy and procedure for Boutique Build Australia that addresses all of the following:

• Purpose of the policy
• To whom the policy applies
• Number of times a year that a performance review is to occur for each employee.
• Summary of purpose of performance reviews
• Simple step‐by‐step procedure for organising and conducting the performance review meeting.
• Templates used to record performance
• Identifying performance gaps and providing feedback.

The policy and procedures must be written in your own words and be clear and concise. As a guide your policy and procedure should be approximately 2 pages.

Save the document as Performance Management Policy and Procedures.

6. Conduct the training session

Prepare and conduct a training session for your managers. The duration of the training session will be approximately 15 minutes.

Prepare for the training session by developing a PowerPoint (or another presentation program) presentation, including notes within your slides to assist you in conducting the session.

The presentation should address the key points in the new performance management processes that you developed in the previous activity. You should prepare a minimum of 8 Power Point slides that include visuals and images to add interest.