You will demonstrate the skills and knowledge required to performance manage people through providing formal and informal feedback and coaching in an organisational context.
In response to a simulated workplace scenario, you will plan and role-play the delivery of a feedback and coaching session. You will then complete formal performance development documentation with the employee.
You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. Kim Smith has been on your team for the past six months. It is now performance review time. You will need to provide Kim with feedback on her performance since she was seconded to you from the garden centre.
You are less than satisfied with Kim’s performance, but still hope you will be able to get her to focus on areas she needs to develop in and help her improve her performance to meet the expectations for the role. It is particularly disappointing that after providing her with feedback and setting goals at the outset, she has not lived up to her commitment. You allowed her to reduce her sales targets, but she has not made any sustained effort to develop herself to perform to a satisfactory level. She is even failing to reach the low targets set for the initial six-month period.
While Kim has not performed to expectations, she has made some effort to learn the required product information. You would like to recognise her efforts, while not downplaying the fact that the organisation needs and expects more from their sales staff.
You will need to discuss and agree upon what development steps to take. You have another experienced and high-performing staff member in the hardware and homewares department who has agreed to act as a mentor to Kim. You also have money in the budget for 30 hours of sales training for Kim if she is willing to be trained.
You will need to follow the Australian Hardware policy and procedures for performance management, including recordkeeping.
The focus of this part of the role-play should be on collaborating with the employee to identify performance gaps and taking positive measures to close those gaps.
The focus of part of the role-play (done immediately after the coaching session) is to formally establish with the employee the performance issues, remedial steps and work goals for the next performance review period.
You must:
the performance development plan as prepared by you prior to the roleplay
the performance development plan as completed in agreement with the employee during the role-play.
Your assessor will be looking for demonstration of your ability to:
BSBMGT502 Manage people performance
Appendix 1: Performance scorecard – Kim Smith
KRA |
Target |
Result |
Comments |
Financial |
$8,000 sales revenue per month |
$5,000 average over six months |
This low target was set for an initial period of six months. You would expect an employee to reach a target of $10,000 at this stage. |
Customer focus |
8/10 score on customer focus |
5/10 score |
The employee is personable and tries hard to develop a rapport with customers. Customers and staff respond well to the employee. However, staff cannot rely on the employee to support them and they are constantly being asked for product information that the employee should know already. Customers are initially attracted to the employee’s friendly manner but are quickly turned off by her unserious attitude. Customers do not have confidence in this employee’s ability to help them choose a product that will meet their needs. Customers who do stick with the employee must then wait longer to complete their purchases. |
Internal process efficiency |
Two minutes to complete sales transaction |
Average five minutes |
The employee has never mastered the point-of-sale system; consequently they make errors that need to be corrected before completing transactions. |
Learning and development |
20–30 training hours |
Seven training hours |
The employee, while expressing initial enthusiasm for the role, has not made any sustained effort to learn the basic skills and knowledge necessary to reach targets, although the employee attended a one-day rapport-building workshop. The employee appears to feel that they will learn by casual experience without any effort or that they can constantly rely on others to help. |
BSBMGT502 Learner Instructions 3
Version 1.0 Page 5 of 10
BSBMGT502 Manage people performance
Coaching phase |
Notes/questions/planning |
Goal and performance expectations |
|
Reality of actual performance |
|
Opportunities to develop |
BSBMGT502 Learner Instructions 3
Version 1.0 Page 6 of 10
Willingness to develop and commitment
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