Assessment Tasks and Instructions
| Student Name | |
| Student Number | |
| Course and Code | |
| Unit(s) of Competency and Code(s) | SITXHRM006Monitor staff performance |
| Stream/Cluster | |
| Trainer/Assessor |
| Assessment for this Unit of Competency/Cluster | Details |
| Assessment 1 | Short Answers |
| Assessment 2 | Project |
| Assessment 3 | Observations |
| Assessment conducted in this instance: Assessment 1 2 3 | |
| Reasonable Adjustment |
| 1. Has reasonable adjustment been applied to this assessment? |
| No No further information required
Yes Complete 2. |
| 2. Provide details for the requirements and provisions for adjustment of assessment:
|
| Student to complete | |||||
| My assessor has discussed the adjustments with me | |||||
| I agree to the adjustments applied to this assessment | |||||
| Signature | Date | ||||
| 2nd Assessor to complete | |||||
| I agree the adjustments applied to this assessment are reasonable | |||||
| Name | |||||
| Signature | Date | ||||
Assessment Guidelines
| What will be assessed |
| The purpose of this assessment is to assess your underpinning knowledge to complete the tasks outlined in the elements and performance criteria for this unit of competency and relating to the following aspects:
· role and importance of monitoring staff performance and providing feedback and coaching · key elements of performance standards and performance management systems: o methods of collecting performance data o methods of interpreting performance data o processes for performance appraisal interviews o type of assessment: § self § peer § team o productivity indicators · forms of guidance and support to enhance staff performance: o advice on training and development opportunities o confirmation of organisational objectives and key performance requirements o ensuring adequate resources are applied o opportunity to discuss work challenges o providing confirmation and corrective feedback o representing staff interests in other forums o support with difficult interpersonal situations · potential solutions to staff performance issues: o additional training o adjusting workload o agreeing on short-term goals for improvement o assisting with problems outside of the workplace o reorganising work practices · performance appraisal practices: o reasons for performance appraisal o format for, and inclusions of, performance appraisal documents o methods of appraising performance · specific organisation: o procedures for performance appraisal interviews o procedures for formal performance management and counselling sessions: § formal notification to staff member and management § invited participation of appropriate people § organisation of appropriate location for counselling session o grievance procedures.
|
| Place/Location where assessment will be conducted |
| RTO to complete
|
| Resource Requirements |
| Pen, Paper or computer.
|
| Instructions for assessment including WHS requirements |
| You are required to address all questions to achieve competence. Your trainer will provide you with instructions for time frames and dates to complete this assessment.
Once completed, carefully read the responses you have provided and check for completeness. Your trainer will provide you with feedback and the result you have achieved.
|
| Statement of Authenticity | |
| I acknowledge that I understand the requirements to complete the assessment tasks | |
| The assessment process including the provisions for re-submitting and academic appeals were explained to me and I understand these processes | |
| I understand the consequences of plagiarism and confirm that this is my own work and I have acknowledged or referenced all sources of information I have used for the purpose of this assessment | |
| Student Signature: Date: / /201 | |
| This assessment: | First Attempt | 2nd Attempt | Extension – Date: / / | ||
| RESULT OF ASSESSMENT | Satisfactory Not Yet Satisfactory | ||||
| Feedback to Student:
|
|||||
| Assessor(s) Signature(s): | Date: | / / | |||
| Student Signature | Date: | / / | |||
Assessment 1
Your task: Answer the following questions. Each question must be completed.
| Question 1: How does a well-defined job description help the business? |
|
It is very important and critical for companies and individuals’ overall effectiveness. If the employee has a clear idea about the job and the work profile that he has to perform will result in better performance of them. It positively impacts companies’ objectives.
|
| Question 2: When applying targets they should follow the SMART principle. What does SMART stand for? |
| Goals help in providing direction and also help inmaintaining the motivation and clear focus of employees. SMART stands for specific, measurable, achievable, realistic, and timely. The principle of SMART basically works as a goal-setting guide for anyone it provides a target to aim for and how to achieve it.
|
| Question 3: List 10 criteria which are often used in performance appraisals in the TH&E industry that can help you monitor the ongoing performance of staff. |
| A list of top 10 criteria that are effective in monitoring and performance appraisals of the employee or staff are written as follows:
1. ranking method 2. essay appraisal 3. paired comparison 4. checklist method 5. critical incidents method 6. MBO method 7. BARS method 8. Assessment centres 9. 360 degree appraisal 10. Cost accounting method |
| Question 4: When should you provide your employees with feedback? |
|
Nobody like the feedback in most of the case so there is any perfect time to give feedback to the staff but feedbacks are necessary for helping the employee so that he can work on hismistake and can avoid it in the future. Before providing the feedback must consider a few things which are as follows: 1. For the majority of the case ask the staff directly when do you like to get feedback 2. Small feedback could be provided just after the incident happened 3. Major feedback could be given at different times or personally 4. No matter what the clarity of the feedback must be given
|
| Question 5: List 4 functions of coaches and mentors. |
| 1. To provide guidance based on their own career and chosen path.
2. To unlock their own performance by helping them in the part of the need and by analyzing their strength and weaknesses
3. They provide the necessary and required training to the inexperienced or less experienced.
4. They always provide positive feedback on performance to correct mistakes
|
| Question 6: Giving feedback helps guide and support your staff. ‘Giving credit where credit is due is one example’. List 3 others. |
| 1. Appreciating the hard work of the employee to encourage him so that he can maintain his performance further.
2. Can give advice to them based on work experience to help them in doing work
3. Can provide moral support to them when at the time of need to boost their overall performance.
|
| Question 7: List 3 ways to identify if a staff member might need further coaching or training. |
| 1. By checking their overall performance based on a daily basis, will help in analyzing their strengths and weaknesses to provide better training.
2. Comparison with other industries of similar work could help in assessing the requirement of additional coaching if required.
3. And by performing individual assessments and comparing it with the work of other staff of same work to know the area in which the employee needs to be trained.
|
| Question 8: List 5 strategies you might take to prevent performance problems. |
| 1. One must avoid delaying performance measurement don’t miss any meetings and feedback.
2. Have a hard talk with the staff if the necessary requirement has not been met continuously for a long time.
3. Follow through on feedback make the goal have a time frame and must measure it and manage time to discuss the progress
4. Documentation about the performance of the employees is a must, having clear diary notes and etc, will solve the purpose of employee’s performance.
5. At last making improvements on the performance of itself will help in managing the problem of performance by staff.
|
| Question 9: What is the first step in resolving a performance problem? |
| A crucial step in solving the performance problem is to define the problem very well describe the what is the actual issue and about what know the period of the issue, gather enough data around the issue, etc.
|
| Question 10: List 3 possible solutions to performance problems. |
| 1. As we all know prevention is better than cure, so preventing the issue before it actually occurs is the best solution always set achievable expectations in front of the staff.
2. Analyzing the hard work of the employee and providing timely feedback will help in correcting the employee in their weak areas.
3. Diagnosing the issue and getting to the main cause of the issue will lead you to take the right action against it (Aguinis, 2019).
|
| Question 11: If you find that performance issues are ongoing what are some steps you might take? What policies and procedures must be followed? |
|
Initial steps could be are understand the cause, devising a plan about it, and being honest and supportive when discussingpoor performance with the employee. Theseis some initialsteps to overcome the issue of performance.
|
| Question 12: What does a formal grievance procedure usually involve? |
| It usually includes the civil dispute that occurred among the members or issues that they want to be resolved. In short, it is a work-related complaint by the employee to the employer.
And to track it until the result about the problem has been given or the problem has been solved.
|
| Question 13: Why is it important to have accurate records of any disciplinary procedures? |
| To avoid future conflictwhich could rise because of the corrupt employee and that could be a bad situation for the employer to avoid any future issue havinga record of the conversation that has occurred between the employee and the employer must be documented and also signed by the employee as a proof.
|
| Question 14: Name and describe 3 methods of reviewing performance. |
| 1.
Description:
Self-evaluation In this method employees or staff members have to evaluate their performance against the pre-set criteria by the organization. But it has an issue as sometimes people just evaluate too low or too high.
2.
Description: (MBO) management by objective It is a more modern method for performance reviewing which include performance evaluationfrom an outside source and this method also includes feedback from peers or from non-supervisors. This method makes valuation easy.
3.
Description: Rating scale method The most common method to evaluate performance. In this method ranks which can be numbers or alphabets that are assigned to the employees based on their performance normally 1 or A used to refer to the top position in the rank.
|
| Question 15: Why is analysis of performance data useful? What must be considered when analysing performance data in preparation for a performance review? |
|
Performance data is useful in monitoring the employee’s quality and quantity of work, which also include the behavior of employee towards their work. To analyse the performance of the employee it is important to review the performance data of the employee which includes the work behavior of the employee, checking whether the assigned goals are completed or not based on that performance review will be provided to the employee (Buckingham, & Goodall, 2015).
|
| Question 16: Name 5 aims of a performance management system. |
| 1. To appreciate the hard work of the staff and to reward them.
2. To manage the objective of the organization by using resources accordingly.
3. Aligning each and every one providing tasks which help in accomplishing the goal of the organization.
4. Encouraging employees towards achieving superior quality of work.
5. Each and every one would be clear to fulfil their duties which in result helps in achieving the company’s goal
|
| Question 17: Any criticism given during the review should be what? |
| Criticism must be positive towards the staff during review to do not let the moral down. And the criticism must have some important value which was a must for the employee but it is better to provide it as more advice than criticism to engage positive behavior of the employee toward the issue.
|
| Question 18: What do you do with completed performance records? |
| It is used to improve performance appraisal, to provide feedback to the employees, and helps in to provide the area for improvement. Also matching staff resources helps in employment tribunal claims if a dispute arises, to check the productivity and performance of an individuals, and to check consistency and fairness of work. And lastly, it helps in staffing level which includes recruitment and redundancy (Van Dooren, et al., 2015).
|
| Question 19: What are the advantages of an employee agreeing to a course of action during a performance review? |
| It shows job satisfaction of employees, it also increases trust and understanding. It helps in reducing bias feeling in group task in anyone, encourage the individual to perform better next time.
And agreeing of an employee on performance review also means that the employee has trust in his employer on the judgment of review and he is willing to listen and understand the issue.
|
| Question20: For YOUR organisation or industry, describe the procedures for performance appraisal, counselling sessions and grievance procedures. Are there any areas that need to be reconsidered for inclusion?
Your response must include the procedures that exist in the organisation. If you are not working in industry, provide an overview what this procedures entail based on your studies. |
|
The procedure for performance appraisal isas – evaluation form, performance measure, a guideline for feedback, disciplinary and termination procedures, and evaluation schedule. The procedure for counselling is as – relationship building, problem assessment, goal setting, counselling, intervention, evaluation termination, or referral. Procedure for grievance is as – raise the issue, employee submit a letter to employer, investigates, hearing, the decision is made (Helmold, 2019).
|
References
Aguinis, H. (2019). Performance management for dummies. John Wiley & Sons.
Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard Business Review, 93(4), 40-50.
Helmold, M., & Samara, W. (2019). Progress in performance management: Industry insights and case studies on principles, application tools, and practice. Springer.
Van Dooren, W., Bouckaert, G., & Halligan, J. (2015). Performance management in the public sector. Routledge.