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BSBMGT502
Manage people
performance
Document Name: BSBMGT502 Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: January 2016 © John Bailey 2010 Page Sequence: Page 2 of 158
BSBMGT502 - Manage people performance
Author: John Bailey
Copyright
Text copyright © 2009, 2010 by John N Bailey.
Illustration, layout and design copyright © 2009, 2010 by John N Bailey.
Under Australia’s Copyright Act 1968 (the Act), except for any fair dealing for
the purposes of study, research, criticism or review, no part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without prior written permission from John N Bailey. All inquiries should be directed in the first instance to the publisher at the address below.
Copying for Education Purposes
The Act allows a maximum of one chapter or 10% of this book, whichever is the greater, to be copied by an education institution for its educational purposes provided that that educational institution (or the body that administers it) has given a remuneration notice to JNB Publications.
Disclaimer
All reasonable efforts have been made to ensure the quality and accuracy of this publication. JNB Publications assumes no responsibility for any errors or omissions and no warranties are made with regard to this publication. Neither JNB Publications nor any authorized distributors shall be held responsible for any direct, incidental or consequential damages resulting from the use of this publication.
Published in Australia by:
JNB Publications
PO Box, 268,
Macarthur Square NSW 2560 Australia.
Document Name: BSBMGT502B Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: 4-Jan-13 © John Bailey 2010 Page Sequence: Page 3 of 158
BSBMGT502 - Manage people performance Contents
Description: .................................................................................................................................................... 8
Employability Skills: ........................................................................................................................................ 8
Application of Unit: ........................................................................................................................................ 8
Introduction ................................................................................................................................................... 8
This Learning Guide covers: ........................................................................................................................... 8
Learning Program .......................................................................................................................................... 9
Additional Learning Support .......................................................................................................................... 9
Facilitation ..................................................................................................................................................... 9
Flexible Learning .......................................................................................................................................... 10
Space ............................................................................................................................................................ 10
Study Resources ........................................................................................................................................... 10
Time ............................................................................................................................................................. 11
Study Strategies ........................................................................................................................................... 11
Using this learning guide: ............................................................................................................................ 11
THE ICON KEY ................................................................................................................................................ 12
How to get the most out of your learning guide .......................................................................................... 13
Additional research, reading and note taking.............................................................................................. 13
PERFORMANCE CRITERIA ............................................................................................................................... 14
SKILLS AND KNOWLEDGE ............................................................................................................................... 16
Document Name: BSBMGT502 Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
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Required Skills .............................................................................................................................................. 16
Required Knowledge .................................................................................................................................... 16
RANGE STATEMENT .......................................................................................................................................
17 EVIDENCE GUIDE
............................................................................................................................................ 18
1. ALLOCATE WORK. ...................................................................................................................................... 19
1.1 CONSULT RELEVANT GROUPS AND INDIVIDUALS ON WORK TO BE ALLOCATED AND RESOURCES AVAILABLE. ................. 19
Assumptions ................................................................................................................................................. 20
Motivational Questions ................................................................................................................................ 21
A fundamental team-based approach ........................................................................................................ 21
The Team Model .......................................................................................................................................... 22
Putting Teams to Work ................................................................................................................................ 23
Team Success Model .................................................................................................................................... 24
The only way to find out is to ask your employees! ..................................................................................... 24
1.2 DEVELOP WORK PLANS IN ACCORDANCE WITH OPERATIONAL PLANS. .................................................................. 25 Team Building .............................................................................................................................................. 25
1.3 ALLOCATE WORK IN A WAY THAT IS EFFICIENT, COST EFFECTIVE AND OUTCOME FOCUSED. ....................................... 27
1.4 CONFIRM PERFORMANCE STANDARDS, CODE OF CONDUCT AND WORK OUTPUTS WITH RELEVANT TEAMS AND
INDIVIDUALS. ........................................................................................................................................................ 28 Team Effectiveness ...................................................................................................................................... 28 A Focused Team ...........................................................................................................................................
29
1.5 DEVELOP AND AGREE PERFORMANCE INDICATORS WITH RELEVANT STAFF PRIOR TO COMMENCEMENT OF WORK. ........ 31
The Concepts: Linking Skills .......................................................................................................................... 31
Figure 3: Margerison-McCann Linking Skills Model ..................................................................................... 31
Table 4: ........................................................................................................................................................ 32
Table 5: ........................................................................................................................................................ 32
Table 6: ........................................................................................................................................................ 33
Figure 7: Team Management Wheel ........................................................................................................... 33
Figure 8: Bad and Good Internal Linking ...................................................................................................... 34
Document Name: BSBMGT502B Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: 4-Jan-13 © John Bailey 2010 Page Sequence: Page 5 of 158
External linking – representing .................................................................................................................... 34
Informal Linking ........................................................................................................................................... 35
Figure 9: 11 Linking Skills ............................................................................................................................. 35
1.6 CONDUCT RISK-ANALYSIS IN ACCORDANCE WITH THE ORGANISATIONAL RISK MANAGEMENT PLAN AND LEGAL
REQUIREMENTS ..................................................................................................................................................... 37
Allocating Work through Delegation ........................................................................................................... 37
Be SMARTER ................................................................................................................................................. 38
The Steps to Delegating ............................................................................................................................... 38
Levels of Delegation ..................................................................................................................................... 39
Coaching and Mentoring ............................................................................................................................. 40
Definition of Coaching is…............................................................................................................................ 41
Definition of Mentoring is... ......................................................................................................................... 41
The difference between coaching and mentoring ....................................................................................... 41
Business coaching & mentoring ................................................................................................................... 41
Table 10: How do coaching and mentoring compare with other services? ................................................. 42
2. ASSESS PERFORMANCE. ............................................................................................................................. 44
2.1 DESIGN PERFORMANCE MANAGEMENT AND REVIEW PROCESSES TO ENSURE CONSISTENCY WITH ORGANISATIONAL
OBJECTIVES AND POLICIES ........................................................................................................................................ 44 Performance Standards ............................................................................................................................... 44
Purpose of the Position: ............................................................................................................................... 45
Critical Elements of Positions ....................................................................................................................... 45
Team work through active participation ..................................................................................................... 45
2.2 TRAIN PARTICIPANTS IN THE PERFORMANCE MANAGEMENT AND REVIEW PROCESS. ............................................... 50
Sequence the Activities ................................................................................................................................ 50
Gather Your Resources and Support ............................................................................................................ 51
How to survive when you're overworked and understaffed: ....................................................................... 52
Document Name: BSBMGT502 Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: January 2016 © John Bailey 2010 Page Sequence: Page 6 of 158
How to Allocate Responsibilities and Monitor Results ................................................................................. 52
Table 11: Mistakes to avoid when delegating and assigning work ............................................................. 53
2.3 CONDUCT PERFORMANCE MANAGEMENT IN ACCORDANCE WITH ORGANISATIONAL PROTOCOLS AND TIME LINES. ........ 53
Table 12: Ways to assign work .................................................................................................................... 54
Table 13: ...................................................................................................................................................... 55
There is no skill in seeing the world from your point of view ....................................................................... 55
Handling emotional situations ..................................................................................................................... 56
Characteristics of High Performing Teams ................................................................................................... 56
A High Performing Team .............................................................................................................................. 57
No team is an island ..................................................................................................................................... 58
Putting the leader in the glass house ........................................................................................................... 58
The dangerous unthinking habit .................................................................................................................. 59
Overlooking the practical and the consistent .............................................................................................. 59
Breaking the habits of mediocrity: the nine principles ................................................................................. 59
2.4 MONITOR AND EVALUATE PERFORMANCE ON A CONTINUOUS BASIS ................................................................... 60 Breaking the habits of mediocrity: specific approaches, tools and techniques............................................ 60
How can we support the team to identify and resolve problems which are impeding its performance? .... 61
Table 14: ...................................................................................................................................................... 62
Cultural characteristics ................................................................................................................................ 62
Self organising systems ................................................................................................................................ 64
Lessons from the geese by Milton Olson ...................................................................................................... 65
3. PROVIDE FEEDBACK. .................................................................................................................................. 66
3.1 PROVIDE INFORMAL FEEDBACK TO STAFF ON A REGULAR BASIS. ......................................................................... 66 The giving and receiving of feedback ........................................................................................................... 66
Feedback checklist ....................................................................................................................................... 67
3.2 ADVISE RELEVANT PEOPLE WHERE THERE IS POOR PERFORMANCE AND TAKE NECESSARY ACTIONS ............................. 68 Giving work instructions and delegating ..................................................................................................... 68
The dilemma of giving work instructions ..................................................................................................... 68
Delegating .................................................................................................................................................... 68
Document Name: BSBMGT502B Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: 4-Jan-13 © John Bailey 2010 Page Sequence: Page 7 of 158
Command and coercion or cooperation and commitment? ........................................................................ 68
Types of work instructions ........................................................................................................................... 69
Table 15: ...................................................................................................................................................... 70
3.3 PROVIDE ON-THE-JOB COACHING WHEN NECESSARY TO IMPROVE PERFORMANCE AND TO CONFIRM EXCELLENCE IN
PERFORMANCE...................................................................................................................................................... 70
Request and implied work instructions ........................................................................................................ 71
Undirected work instructions ....................................................................................................................... 71
Conditional work instructions ...................................................................................................................... 71
Helping employees to accept instructions.................................................................................................... 71
Handling a refusal to carry our directions .................................................................................................... 73
3.4 DOCUMENT PERFORMANCE IN ACCORDANCE WITH THE ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM. ...... 75
Disagreeing with an instruction ................................................................................................................... 75
Delegation .................................................................................................................................................... 75
Accountability .............................................................................................................................................. 75
Delegation or abdication? ............................................................................................................................ 76
The importance of delegation ...................................................................................................................... 76
What happens if the leader doesn't delegate? ............................................................................................ 76
The steps to effective delegation ................................................................................................................. 77
Table 16: Work delegation plan ................................................................................................................... 78
Does delegation mean losing control? ......................................................................................................... 79
3.5 CONDUCT FORMAL STRUCTURED FEEDBACK SESSIONS AS NECESSARY AND IN ACCORDANCE WITH ORGANISATIONAL POLICY. 79
Suitable tasks for delegation ........................................................................................................................ 80
Employee reactions to delegation. ............................................................................................................... 82
Tips for delegating ....................................................................................................................................... 85
Upwards delegation ..................................................................................................................................... 86
Document Name: BSBMGT502 Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: January 2016 © John Bailey 2010 Page Sequence: Page 8 of 158
Table 17: Delegation dos and don’ts ............................................................................................................ 87
Summary ...................................................................................................................................................... 88
4. MANAGE FOLLOW UP. ............................................................................................................................... 89
4.1 WRITE AND AGREE PERFORMANCE IMPROVEMENT AND DEVELOPMENT PLANS IN ACCORDANCE WITH
ORGANISATIONAL POLICIES. ..................................................................................................................................... 89
Figure 18: The management role and performance appraisals ................................................................... 90
Self-appraisal ............................................................................................................................................... 91
Motivation ................................................................................................................................................... 91
Figure 19: Appraisals can motivate future performance ............................................................................. 92
The management challenge ......................................................................................................................... 92
Case Study .................................................................................................................................................... 92
Appraisal ...................................................................................................................................................... 93
Figure 20: Activity Values ............................................................................................................................. 94
Workplace appraisal .................................................................................................................................... 95
A communication process ............................................................................................................................ 95
Figure 21: Building blocks of an effective performance appraisal ............................................................... 97
Randell’s Taxonomy ..................................................................................................................................... 97
Figure 22: Relationship of appraisal purposes to the operations and the management of the
organisation ................................................................................................................................................. 98 Figure 23: Appraisal purposes and performance ......................................................................................... 99
Figure 24: A Performance Gap ................................................................................................................... 100
Figure 25: Anticipated performance gap. .................................................................................................. 100
Benefits of performance appraisals ........................................................................................................... 101
Figure 26: Benefits of performance appraisals .......................................................................................... 101
Frequency ................................................................................................................................................... 102
4.2 SEEK ASSISTANCE FROM HUMAN RESOURCES SPECIALISTS WHERE APPROPRIATE .................................................. 104 Prepare specific feedback .......................................................................................................................... 104
Does the person have potential? ............................................................................................................... 105
Document Name: BSBMGT502B Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: 4-Jan-13 © John Bailey 2010 Page Sequence: Page 9 of 158
The performance discussion ....................................................................................................................... 105
Figure 27: Difference between an appraisal interview and a discussion ................................................... 106
Characteristics of an effective discussion ................................................................................................... 106
Figure 28: Elements of effective group functioning required for successful performance discussions ...... 107
Figure 29: The performance discussion model ........................................................................................... 108
Stage 1—Setting up the discussion ............................................................................................................ 108
Appraiser responsibilities ........................................................................................................................... 109
Figure 30: Memo of information to appraisee ........................................................................................... 111
Appraisee responsibilities .......................................................................................................................... 112
Stage 2 - Preparing for the discussion ........................................................................................................ 112
Figure 31: A model of the appraiser preparation process .......................................................................... 114
4.3 REINFORCE EXCELLENCE IN PERFORMANCE THROUGH RECOGNITION AND CONTINUOUS FEEDBACK .......................... 118
Appraisee responsibilities .......................................................................................................................... 118
Figure 32: A model for the preparation of the appraisee for the performance discussion ........................ 119
Stage 3 - The discussion ............................................................................................................................. 121
Figure 33: Dimensions of setting the climate ............................................................................................. 122
Physical dimension ..................................................................................................................................... 122
Figure 34: Seating arrangements for the discussion .................................................................................. 122
Process dimension ...................................................................................................................................... 123
The psychological dimension ..................................................................................................................... 123
Figure 35: Components of each dimension of setting the climate ............................................................. 124
4.4 MONITOR AND COACH INDIVIDUALS WITH POOR PERFORMANCE. ..................................................................... 125 Mentors, coaches and the buddy ............................................................................................................... 125
Figure 36: ................................................................................................................................................... 125
Selecting workplace coaches and mentors ................................................................................................ 126
What does coaching and mentoring involve? ............................................................................................ 126
Document Name: BSBMGT502 Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
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Who is a mentor and what do they do? ..................................................................................................... 126
B: The central discussion ............................................................................................................................ 127
Figure 37: The discussion model ................................................................................................................ 128
A problem-solving approach ...................................................................................................................... 128
Focus on self-appraisal ............................................................................................................................... 130
Discuss performance generally .................................................................................................................. 130
Review the job, accountabilities and responsibilities ................................................................................. 131
Discuss major achievements in the job during review period .................................................................... 131
Review performance against objectives and negotiate assessment .......................................................... 132
Figure 38: Strategies for reviewing standards ........................................................................................... 132
Strategies for managing the discussion ..................................................................................................... 133
4.5 PROVIDE SUPPORT SERVICES WHERE NECESSARY .................................................................................................. 136 Develop improvement plans ...................................................................................................................... 136
Develop objectives for next period ............................................................................................................. 137
Appraise the appraiser ............................................................................................................................... 137
Summarise ................................................................................................................................................. 138
Stage 4—Following up the discussion ........................................................................................................ 140
Problems in performance appraisal ........................................................................................................... 140
4.6 COUNSEL INDIVIDUALS WHO CONTINUE TO PERFORM BELOW EXPECTATIONS AND IMPLEMENT THE DISCIPLINARY
PROCESS IF NECESSARY. ........................................................................................................................................ 142
Managing poor performance ..................................................................................................................... 142
Using the flow chart ................................................................................................................................... 142
Figure 39: Unsatisfactory performance management flow chart .............................................................. 144
Counselling discussions .............................................................................................................................. 144
Figure 40: Difference between performance and counselling discussions ................................................. 145
Analysis ...................................................................................................................................................... 145
Appraisal .................................................................................................................................................... 146 Figure 41: Counselling discussion framework ............................................................................................ 147
Document Name: BSBMGT502B Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
Document No: Version No: V 2.1 Last Modified Date: 4-Jan-13 © John Bailey 2010 Page Sequence: Page 11 of 158
Outputs of the discussion model ................................................................................................................ 147
Figure 42: The counselling discussion model ............................................................................................. 148
Continuing unsatisfactory performance .................................................................................................... 151
Using the skills of Human Resources .......................................................................................................... 151
The written warning ................................................................................................................................... 152
Figure 43: Contents of a written warning .................................................................................................. 153
4.7 TERMINATE STAFF IN ACCORDANCE WITH LEGAL AND ORGANISATIONAL REQUIREMENTS WHERE SERIOUS
MISCONDUCT OCCURS OR ONGOING POOR-PERFORMANCE CONTINUES. ......................................................................... 154 Termination of employment ...................................................................................................................... 154
A decision to terminate .............................................................................................................................. 154
Constructive dismissal ................................................................................................................................ 155
Terminating employment .......................................................................................................................... 156
Performance management and the law .................................................................................................... 156
Non Performance ....................................................................................................................................... 157
Legislation .................................................................................................................................................. 158
Process ....................................................................................................................................................... 158
Legal framework ........................................................................................................................................ 159
When employees cannot be dismissed ...................................................................................................... 160
SUMMARY ................................................................................................................................................... 160
REFERENCES ................................................................................................................................................. 162
RESOURCE EVALUATION FORM ................................................................................................................... 163
Document Name: BSBMGT502 Manage people performance_CAC_NH&A_LM_Ver Created Date: 4 Jan. 13 2.1.docx_CAC_NH&A_Ver 2.1
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BSBMGT502B - Manage people performance
Description:
This unit describes the performance outcomes, skills and knowledge required to manage the performance of staff who report to them directly. Development of key result areas and key performance indicators and standards, coupled with regular and timely coaching and feedback, provide the basis for performance management. No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Employability Skills:
This unit contains employability skills.
Application of Unit:
This unit applies to all managers and team leaders who manage people. It
covers work allocation and the methods to review performance, reward excellence and provide feedback where there is a need for improvement.
The unit makes the link between performance management and performance development, and reinforces both functions as a key requirement for effective managers.
This is a unit that all managers/ prospective managers who have responsibility for other employees should strongly consider undertaking.
Introduction
As a worker, a trainee or a future worker you want to enjoy your work and
become known as a valuable team member. This unit of competency will help you acquire the knowledge and skills to work effectively as an individual and in groups. It will give you the basis to contribute to the goals of the organization which employs you.
It is essential that you begin your training by becoming familiar with the industry standards to which organizations must conform.
This unit of competency introduces you to some of the key issues and responsibilities of workers and organizations in this area. The unit also provides you with opportunities to develop the competencies necessary for employees to operate as team members.
This Learning Guide covers:
• Allocate work.
• Assess performance.
• Provide feedback.
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