Assessment Tasks and Instructions

Student Name Romil

Student Number 17920
Course and Code
Unit(s) of Competency and Code(s) SITXHRM006 Monitor 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 12-Sep-2022

2nd Assessor to complete

I agree the adjustments applied to this assessment are reasonable
Name

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 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.

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 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: 9 / Sep / 2022

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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?

 Performance management. You can use it to set measurable performance goals based
on duties in the job description, and then coach your employees to meet these goals
as needed.
 Training and employee development. You can use your employee job descriptions,
along with descriptions of possible job promotions, as incentives for employees to
pursue classes, seminars and other career development activities.
 Compensation. Job descriptions can be helpful in developing a standardized
compensation program with minimums and maximums for each position.
 Recognition and rewards. You can use the descriptions as a baseline for performance,
and as a tool to encourage employee performance "above and beyond" the job
description in order to receive recognition and rewards.
 Discipline. If you need to, you can use the job description to illustrate that an
employee isn't adequately performing job functions.
 Return-to-work programs. You can prepare for light or modified duty options to allow
for a smoother transition from a workers' compensation injury or leave.

Question 2: When applying targets they should follow the SMART principle. What does SMART
stand for?

SMART goal setting brings structure and track ability into your goals and objectives.
Instead of vague resolutions, SMART goal setting creates verifiable trajectories towards a
certain objective, with clear milestones and an estimation of the goal's attainability. Every
goal or objective, from intermediary step to overarching objective, can be made
S.M.A.R.T. and as such, brought closer to reality. In corporate life, SMART goal setting is
one of the most effective and yet least used tools for achieving goals. Once you've charted
to outlines of your project, it's time to set specific intermediary goals. With the SMART
checklist, you can evaluate your objectives. SMART goalsetting also creates transparency
throughout the company. It clarifies the way goals came into existence, and the criteria
their realization will conform to. The SMART stand for is that

o S: Specific
o M: Measurable
o A: Achievable
o R: Relevant
o T: time

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 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.
1. Punctuality and attendance
2. Personal presentation
3. Adherence to dress codes
4. Meeting customer service standards
5. Quality and accuracy of work
6. Decision-making abilities
7. Productivity
8. Response times
9. Teamwork
10. Up-selling and on-selling

Question 4: When should you provide your employees with feedback?

If there is a specific issue that is not being dealt with, I will need to explore the reasons for that
failure with the team. Both positive and negative feedback should be given throughout the course
of the team's operation.
You need to do the following things:
 Give credit where credit is due Give constructive criticism
 Explain reasons for doing specific things
 Provide guidance
 Exercise controls fairly
 Be accessible
 Show confidence in team members
 Allow team members to develop
I should use feedback to give team members an indication of their progress. This can be part of a
formal review process where the employee and supervisors meet to discuss their progress in the
job. Feedback should also form part of the day-to-day operations. Feedback should be positive if
the employee has done a good job; it should be sincere and if criticism is necessary then it should
be constructive.
Reference: E pathway P.48

Question 5: List 4 functions of coaches and mentors.

1. Teacher/Role model
2. Sponsor
3. Cheerleader
4. Counsellor

Question 6: Giving feedback helps guide and support your staff. ‘Giving credit where credit is
due is one example’. List 3 others.
1. Giving advice on training and development opportunities
2. Confirming organisational objectives and key performance requirements
3. Ensuring adequate resources are available
4. Providing the opportunity to discuss work challenges

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 Question 7: List 3 ways to identify if a staff member might need further coaching or training.
1.Organisation analysis, the evaluation of training needs of organisation analyse future skills needs
due to changes in products, equipment, technology, teams or in response to economic or political
factors
2. Task analysis, the information is most often gathered from performance reviews and appraisal
systems. We may seek feedback from employees on their recommendations on how to solve
problems
3. Create individual development plans; the first step in developing employees is to create a
development plan. It is important to sit down with the employee and discuss individual interests
and career goals

Question 8: List 5 strategies you might take to prevent performance problems.

1. Encourage participation in decision-making
2. Allow some measure of control over work processes
3. Provide adequate training and advice on training opportunities
4. Use motivational techniques
5. Ensure a safe and fair workplace

Question 9: What is the first step in resolving a performance problem?

The first step for all employers is to determine whether or not a complaint or concern warrants a
formal or full-scale investigation, or whether the issues can instead be addressed through less
formal, mediated discussions between the workers involved.

Question 10: List 3 possible solutions to performance problems.

1. Effective communication with the employee will allow you to identify the problem and find a
solution together. It is important to remember that any solution you put in place must be agreed
to by the employee, otherwise the solution will not work.2. If an employee is having trouble
coping with the amount of work, then you must assess whether the workload is reasonable. It
may be necessary to distribute the workload more equally.3. Ongoing or repeated problems may
require a more in-depth solution. If a performance problem is the result of a shortfall in necessary
skills, then corrective training and goal setting may be appropriate solutions. Given the expense
involved in finding, hiring, inducting and training new staff, it is often advisable to identify
whether further training would provide a better solution.

Question 11: If you find that performance issues are ongoing what are some steps you might
take? What policies and procedures must be followed?

1. Identify the problem

It is important to understand the key drivers of performance or underperformance within
the workforce. It is also important to correctly and specifically identify the problem. Some
common reasons for underperformance are identified later in this guide.

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 2. Assess and analyse the problem
Once the problem has been identified and assessed, the employer should organise a meeting
with the employee to discuss the problem. The employer should let the employee know the
purpose of the meeting in advance so they can adequately prepare for the meeting.

3. Meet with the employee to discuss the problem

It is important that the meeting takes place in private and in an environment that is
comfortable and non-threatening, away from distractions and interruptions.

4. Jointly devise a solution

Where possible, it is important that a solution is jointly devised with the employee. An
employee who has contributed to the solution will be more likely to accept and act on it.

5. Monitor performance
The employer should monitor the employee's performance and continue to provide feedback
and encouragement. A meeting to review and discuss the employee's performance should be
held even if there is no longer an issue. This enables both parties to acknowledge that the
issue has been resolved. The employer should provide both positive and negative feedback to
the employee and should work with the employee to ensure that performance improvements
are sustained.

6. Termination of employment
If an employee's performance does not improve to an acceptable standard, termination of
their employment may be an option. Employers cannot dismiss their employees in
circumstances that are "harsh, unjust or unreasonable". What is harsh, unjust or
unreasonable will depend on the circumstances of each case. However, it is important to be
fair to employees particularly when it comes to termination of employment. They should be
given reasons for dismissal and an opportunity to respond to those reasons.

Question 12: What does a formal grievance procedure usually involve?

A grievance is generally defined as a claim by an employee that he or she is adversely affected by
the misinterpretation or misapplication of a written company policy or collectively bargained
agreement. To address grievances, employers typically implement a grievance procedure. The
grievance procedure may also be part of a collective bargaining agreement. A grievance
procedure is a means of internal dispute resolution by which an employee may have his or her
grievances addressed. Most collective bargaining agreements include procedures for filing and
resolving grievances. Within a union environment, the processes will typically involve the
employee, union representatives and members of the employer’s management team. Grievance
processes may differ somewhat from employer to employer and under various
collective bargaining agreements. However, most will have certain general processes in common.
Grievances are brought to the employee’s immediate supervisor. This may be either an informal
process or the beginning of the formal process. Generally, there will be a requirement that the
grievance be submitted in writing using a grievance form. Usually, the supervisor and the union
representative will review the grievance to determine whether it is valid. Also, most grievance

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 procedures will require that the submission occur within a specified timeframe following the
event or incident.

Question 13: Why is it important to have accurate records of any disciplinary procedures?
Given that disciplinary action, especially if it leads to a dismissal, can lead to a tribunal situation,
it's vital that employers can produce a proper paper trail that establishes the validity of their
disciplinary procedures. Part of this is being able to demonstrate that an employee has been
treated fairly and in a way that's consistent with the treatment of other employees in comparable
situations.

Question 14: Name and describe 3 methods of reviewing performance.

1. A self-evaluation
Description:
A self-evaluation requires an employee to judge his or her own performance against
predetermined criteria . Usually, the self-evaluation is taken into consideration during an
official performance review to allow for a more thorough discussion and to ensure employees
understand how they will be judged.

2. Behavioral checklist
Description:
The behavioral checklist is exactly what it sounds like: a checklist of behaviors an employee
must exhibit to be considered a valuable member of the team.

3. A ratings scale
Description:
A ratings scale or grading system is probably the most commonly used performance review
Method. This method is based on a set of employer-developed criteria which can include
Behaviours, traits, competencies, or completed projects against which employees are
Judged.

Question 15: Why is analysis of performance data useful? What must be considered when
analysing performance data in preparation for a performance review?
Data analysis acts as the “construction phase” of your performance measurement. The process of
data analysis includes deciding on the appropriate analysis to conduct for each question,
preparing data for analysis, and summarizing results. Before you begin your data analysis, plan
how you will analyse your data. First, consider the groups about which you want to report data.
To decide whether your unit of analysis will be a collection of individuals, groups, or activity
locations (e.g., park users, school district principals, blocks within a neighbourhood), refer to your
intended result or targets. This will help you select suitable tools to include in the analysis and to
identify appropriate types of analyses. Then, choose a type of analysis for each question:
frequency, percent distribution, mean, change in score from pre-test to a post-test or content

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 analysis. Next to each question on your instrument, list the type of analysis you are going to
conduct. Keep all of the forms you received for each survey, test, or interview in one place. Next,
you may wish to remove forms that are substantially incomplete or do not make any sense.
Record the number of forms you remove and the reasons why they were removed. You may want
to include this in your report. Assign identification numbers (ID) to each form to help keep track of
which forms you have processed.

Question 16: Name 5 aims of a performance management system.

1.To enable the employees towards achievement of superior standards of work
performance
2. To help the employees in identifying the knowledge and skills required for performing the job
efficiently as this would drive their focus towards performing the right task in the right way.
3. Boosting the performance of the employees by encouraging employee empowerment,
motivation and implementation of an effective reward mechanism.
4. Promoting a two way system of communication between the supervisors and the employees for
clarifying expectations about the roles and accountabilities, communicating the functional and
organizational goals, providing a regular and a transparent feedback for improving employee
performance and continuous coaching.
5. Identifying the barriers to effective performance and resolving those barriers through constant
monitoring, coaching and development interventions.

Question 17: Any criticism given during the review should be what?
Constructive criticism can guide you away from bad practices and towards good ones. Try to be
objective and look at what you're providing as though it's not yours. This can be particularly
difficult when you're deeply involved in a project but, if you can take a step back, you might see
how to improve your way of working and avoid any negative outcomes down the road. Did you
need a more specific brief? Was there something you missed in the early stages of the project? Is
the performance deadline too unrealistic?

Question 18: What do you do with completed performance records?

Each business will have its own policy on the retention of performance records. Original copies are
often provided to the employee for their safekeeping. Copies of the records are provided to the
Manager and the HR department for filing. All records should be stored in a secure and
confidential location. All paperwork should be completed in a timely fashion and made available
to all concerned as quickly as possible.

Question 19: What are the advantages of an employee agreeing to a course of action during a

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 performance review?
The advantages of an employee’s agreeing are following:
Greater output
Simply because of the number of people involved, each with differing experience, knowledge,
points of view and values, a larger number and variety of ideas for solving a problem can be
produced. Cross fertilization The exchange of ideas can act as a stimulus to the
imagination, encouraging individuals to explore ideas they would not otherwise consider.
Reduced bias The shared responsibility of a group in arriving at decisions can. Encourage
individuals to explore seemingly unrealistic ideas and to challenge accepted ways of doing things.
Individual biases and prejudices can be challenged by the, group, forcing the individual to
recognize them. Group pressure can also encourage individuals to accept that change is needed.
Increased risk taking Shared responsibility makes individuals more willing to take risks. The
discussion of different points of view also helps the group to be more realistic in assessing the
risks associated with particular courses of action.

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.
A policy is a statement which underpins how human resource management issues will be dealt
with in an organisation. It communicates an organisation’s values and the
organisation’s expectations of employee behaviours and performance. Workplace policies often
reinforce and clarify standard operating procedure in a workplace. Well written policies help
employers manage staff more effectively by clearly defining acceptable and unacceptable
behaviour in the workplace, and set out the implications of not complying with those policies. A
workplace policy consists of a statement of purpose and one or more broad guidelines on
action to be taken to achieve that purpose. The statement of purpose should be written in
simple terms, free of jargon. The length of the policy may vary depending on the issue it
addresses A policy may allow discretion in its implementation and the basis of that discretion
should be stated as part of the policy. A policy may also be required where there is a diversity of
interests and preferences, which could result in vague and conflicting objectives among those
who are directly involved. A variety of procedures, tools, techniques and guidance documents
have been developed to assist psychologists in effectively addressing the above types of
issues and problems. Notably, psychologists have rigorously developed both standardized
and more situational-specific procedures and techniques for assessing the three primary
elements in a work system the worker, the work itself, and the work context. In
regard to the assessment of worker characteristics, these procedures would include tests
and other means for evaluating more stable individual differences such as cognitive abilities,
personality characteristics, values, and physical abilities and more transient characteristics or
work behaviours. In addition, numerous procedures have been developed for analyzing the
content and human requirements of work, collectively referred to as job analysis procedures.
With respect to the evaluation of work context variables, procedures have been developed to
assess and effectively manage organizational culture and climate, organizational reward
systems, and the design of organizations. We cannot guarantee that the information

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 applies to the individual circumstances of your business. Despite our best efforts it is
possible that some information may be out of date.

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