1. Assessment 1
Specifications:
1. Who would you consult with to establish the requirements of the position and
to ensure the work is allocated appropriately and cost-effectively? Please provide
justifications. (approximately 4 sentences)
I would consult with HR specialist who is in charge of the recruitment. This is
because HR specialist can develop and execute recruiting plans, including job
description, rewards and recruitmentschedule. Moreover, HR specialists often have
network through association memberships, trade groups, industry contacts and
employees (Williams et al., 1997). It will be more efficient to seek help from HR
specialist.
2. Develop a brief work plan in accordance with the operational plans for the
Case Study job position and input from your consultation. Ensure that your
work plan covered agreed standards (e.g. code of conduct and objectives) and
KPIs for the position. You may use the table provided below. Remember that
you aim is to allocate work in a way that is efficient (not wasting time), cost
effective (working within budget) and outcome focused (getting the job done).
Please ensure your table below meets these aims.
Work Plan Template
Position Start Date
Task/Activity/
Details
Timeline
Company Standards and KPIs
2. Responsibilities
for the Position
Weekly
Answered all
Done with courtesy
Less 5% of the calls are missed.
telephone enquiries
and have directed
Picks up the phone within 3
calls and recorded
rings.
messages accurately.
Recorded detailed and easy to
understand messages with return
call information. Directed at
least 95% customers to the right
person.
Weekly
Input all relevant
Done with accuracy
Less 2% of the data is wrong or
data in the computer
and have filed all
missed. Timely forwarded and
system
necessary worksheets
saved backups of completed
in a clear and easy to
worksheets.
access way.
Daily
Delivered and
Done with patience,
Fewer 2% of the daily mails,
distributed mails,
accuracy and a
faxes and packages are delayed,
faxes and packages
timely manner.
sent to the wrong recipients or
lost.
3. Conduct a risk analysis of the position in accordance with the legal
requirements and the organisational risk management plan. You may use the
template provided below. Three examples have been given; please give at least 6
risk factors.
Risk Analysis and Management Plan
Risk Factor
Impact
Impact
Probability
Priority
Proposed
Description
(Low,
(Low,
(Low,
Actions/Solutions
Medium,
Medium,
Medium,
3. High)
High)
High)
The employee may L/M
L (if
M
incur more costs
interview
than budgeted.
was
E.g. not being able
thorough
to meet customer
and
enquiries and an
training
extra person is
was
therefore needed.
provided)
The employee may H
L (if the
assurance
perform lower
process is
importance of quality
process has been
than expectations
in place
assurance process.
defined and is in
and lead to
and the
place?
violations of the
employee
quality assurance
has been
process, causing
familiar
certain damage.
with it in
1. Estimated costs
2. A quality
Give more training and
evaluate work load.
H
Highlight the
training)
L (if a
use a different
version
control system and train
control
the employee to be
system is
familiar with the
expressions from
established
conventional version.
the conventional
control system
The employee may L/M
wording and
3. Has version
)
been established? version of phrases,
M
Establish a version
ones in the
department and the
company, causing
confusion.
The employee may M/H
L (if a
serious
behaviour serious
backgroun
provide contacts or
misconducts
misconducts that
d research
recommendations from
harm the safety of
of the
previous employers or
peers and the
employee
schools for background
4. Theft and other
L
Ask the employee to
4. company.
research.
is
conducted
properly.)
5. Breach of
Confidence
The employee may M/H
L
L/M
Highlight trainings and
intentionally or
educations about the
unintentionally
importance of
disclose
confidentiality for the
confidential
employee.
information to
others and
jeopardise the
interests of this
company.
6. Professional
negligence
The employee may L/M
L
L
Talk to the employee
perform generally
about the significance
to the expectations
and consequences of the
but sometimes
professional negligence
may conduct
and timely review the
professional
performance of the
negligence, which
employee.
reduces the overall
efficiency of the
department.
4. Provide a list of steps of training process for employee in this position and
describe the content of training for this employee.
1. Orientation. For the new employee, orientation is crucial for the success of the new
employee because data shows that about 60% of employees who used to quit did so in
the first 10 days in a company (Farias et al., 2003). Orientation will show her the
history, mission and goal of the company, key members in the company, key
members in the department that she will work for, mission and importance of the
department to the company, and personnel rules and regulations of the company.
5. 2. Apprenticeship. At this step, a senior staff in the department will be asked to guide
the new employee to get familiar with her job through introduction, instruction and
personaldemonstrations. The senior staff will show the new employee how to answer
customers’ calls politely and accurately direct them to the right person and other tasks.
3. Internship. The new employee will have a period of internship, cooperating with
this senior staff to master all tasks.
3. Evaluation of training. The training results of the employee will be evaluated by
the senior staff and the manager to determine whether the new employee is qualified
for the official work.
5. Describe how you will review and evaluate this employee’s performance on a
continuous basis. Please refer to the five steps in your text.
1. Define the results I want to achieve and foster an open environment for honest
communication.
2. Set goals and objectives for the employee to achieve.
3. Document the performance expectations for the employee.
4. Create and apply a performance view form of the employee.
5. Gather feedback from all parties such as colleagues, HRs and customers if possible.
Reference
Farias, L.L.,Travassos, G. H., &Rocha, A.R. (2003). Managing Organizational Risk
Knowledge. Journal of Universal Computer Science, 9 (7): 670-681
Williams,C.R., Walker, J.A., Dorofee, A. J. (1997).Putting Risk Management into
Practice.IEEE Software, 14 (3): 75-81.
6. Assessment 2 (Word Count: 597)
Specifications
1. Please write a conversation describing the feedback in which you will provide
to Linda. For example, summarise what you would say and in what context you
would approach her.
As a supervisor, I will approach to Linda and ask her whether she has time to join me
in lunch. Then I may take her to a nearby cafeteria and pay for the lunch (within a
certain budget). Under that relaxing and private circumstance, I will unfold the
conversation with her because this can protect Linda’s privacy and relationships with
colleagues and avoid influences on other sales members (Ackley& Bailey, 1995).
Firstly, I will ask about her recent feelings and thoughts about our work, including the
team environment, the reasonableness of our sales target, and recent relationships
with customers and so on. Second, I will share the feedback with Linda in a direct and
objective way, but will not express any negative comments or criticismbecause I’d
like to listen to her explanation first. Third, I will encourage her to make
improvements and give suggestions for her to overcome obstacles if needed.
2. What steps for formal feedback and coaching should you take with respect to
managing Linda’s performance? You may use the table below:
Description
Services and
Contribution
Timefram
Type of
Do I need
On-the-job
to better
e
documentatio
assistance
7. coaching
performance
n and
from HR
topics/method
?
maintaining
specialists
records
? Y/N
s
methods
One week
Mutual Trust
Enhance the
This is the
Informal
Building
day-to-day
foundation for
records will be
mutual trust
coaching
N
taken.
relationship
with the
employee
Half a day
Opening a
Clarify the
This is the
Records will
coaching
reason for
first step for
be taken on the
meeting
arranging the
formal
daily schedule.
meeting
N
feedback and
coaching.
Getting
Gain
This can lead
One hour
Feedback of
agreement
agreements
the employee
or less
the employee
and
to recognize
will be
understanding
the
recorded
of the
significance
formally for
employee
of his/her
better
performance
Y
evaluation.
issue.
Half a day
Exploring
Maximize the
This can push
Alternative
number of
the employee
will be
ways for
choices for the
to consider
recorded and
improvement
employee
the
documented
advantages
for future use.
s
and
disadvantages
of alternative
ways for
improvements
Alternatives
Y
8. .
Choosing an
Help the
This can
One hour
Records will
alternative
employee to
provide a
or less
be taken and
choose an
standard for
documented
alternative and
the employee
for future
gain his/her
to make
evaluation of
commitment to
improvement
the fulfilment.
act.
N
with
commitment.
Handling
Turn excuses
This can show One hour
excuses
from the
support for
employee into
the employee
encouragement
and inspire
just to remind
him/her to
the employee
examine the
to not make
performance.
N
informally,
the excuses
or less
Records will
be taken
again.
Providing
Provide
Positive and
Feedback
positive,
timely
continuous and
enhance
feedback
Records will
Y
feedback can
conducive
On-going
performance.
be taken.
3. Who might you advise about Linda’s performance and why?
I might seek advice from HR specialist and senior sales manager because HR
specialist can offer staff performance management advice while senior sales manager
may providegood advice to improve Linda’s sales performance.
4. Give three examples of how you can reinforce good performance. Please fill in
the table below:
Reward/Reinforcement Examples to Linda
Description and Justification
9. 1. Regular positive feedback
Positive feedback can encouragean employee
to achieve more (Ackley& Bailey, 1995).
2. Empower sales team members to
cheer for their work
Celebrations to their achievements can boost
their motivation, including Linda.
3. Offer employees’ with benefits that
can reduce stress
For female staff like Linda, a reward of
manicures, massage and so on can help
relieve her tension.
5. What can you do if Linda continues to perform below expectation? Please give
three examples (e.g. disciplinary process)
1. A meeting for all sales staff will be held to rephrase and highlight the probable
level of misconducts to remind staff like Linda to reflect on her behaviour.
2.I will haveinformal discussion with Linda to show her the consequences and
significance of continuing the performance.
3. Consider suspension with the help from HR specialists.
6. Assume that there is another serious customer complaint about Linda and you
decided
to
terminate
her
employment.
Please
specify
the
necessary
documentation/requirements for the termination of Linda.
1. I will inform Linda about her risks of being dismissed.
2. If Linda is unable/unwilling to improve her performance, I will use progressive
discipline warning form to document each step.
3. I will then hold an employment termination meeting and complete the employment
ending checklist.
References
Ackley, G.E.& Bailey, J.S. (1995). Teaching Performance Management Using
Behaviour Analysis. The Behaviour Analyst. 18(1): 73 – 81
10.
11. Assessment 3
1. Summarise the laws governing unlawful dismissal of an employee in a small
and large organisation. Please fill in the table below
Lawful dismissal in a small organisation
(fewer than 15 employees)
Lawful dismissal in a large organisation
The Small Business Fair Dismissal Code can
Different from small enterprises, employees
be applied to employers of small business in
of larger businesses (with more than 15
the workplace relations system of Australia.
employees) are able to make a claim for
According to this Code, business with fewer
unfair dismissal in the first 6 months
than 15 employees can be identified as a
following their engagement. Meanwhile,
small business.
there is no statutory code like Small Business
Fair Dismissal Code for larger businesses.
The Code regulates that in the first 12 months
following their engagement, employees of a
According to the Fair Work Bill, less
small business cannot make a claim for unfair
exclusion from the unfair dismissal
dismissal.
provisions is made. Moreover, employers of
larger businesses cannot dismiss an employee
A fair dismissal means when an employee is
dismissed after this period while the
employer abides by the Code.
In normal cases, the employer must explain a
valid reason why the employee is at risk of
being dismissed to the employee.The reason
must be based on the employee’s capacity or
conduct for this job.
Besides, dismissal of an employee without
notice or warning is considered to be fair
when the employer has reasonable grounds
for the dismissal, that is, when conducts of
the employee are serious to justify immediate
dismissal. Such misconducts include theft,
fraud, OHS procedures and violence (SRC
Commission, 2014).
due to reasons from economic, technological,
structural or similar aspects.
12. 2. Please give one example of how each of the following legislation relate to
managing staff performance. Please fill in the table below:
Relevant Legislation
1. OHS
Relation to Staff Performance Example
Occupational safety and health (OSH)
performance is closely linked to staff
performance. For example, workplace
bullying is considered as one of the hazard to
OSH and employee morale will be
jeopardized by such hazards. But positive
OSH indicators, such as opportunities to
training and education for employees, will
boost employees’ initiatives in problem
solving.
2. Environmental Issues
Environmental issues in workplace greatly
influence employees’ eagerness and
motivation to do the job, as well as their
overall attitude about work. For example,
when employees are in an environment full
of pungent smells from ecologically
unfriendly painting, they tend to perceive the
workplace as a negative place and will not
work hard and stay long.
3. Equal Opportunities
In terms of effects of Equal Opportunities
Legislation on staff performance, an example
is the “gender-neutral” non-discriminatory
systems for payment adopted by many
enterprises. This “gender-neutral” notion
helps women gain equal opportunities
through work and thus become more active
and productive.
13. 4. Industrial Relations
For example, if an enterprise adopts
workplace practices in a way that employees
can be involved more efficiently and
frequently, the productivity of employees can
be increased.
5. Anti-discrimination
The anti-discrimination legislation promotes
workplace equality and protects employees
from discrimination. For example, the
employer is prohibited from discriminating
against staff based on physical or mental
disability of staff.This can protect employees
from unfair dismissal or bullying due to their
disability, such as pregnancy and depression.
6. Relevant Awards
The Relevant Awards lawsare also closely
related to the staff performance. For example,
the modern award can cover all employers
and employees in an industry and ensure the
occupation-based minimum employment
standards. Other awards can serve as
incentives to improve the staff performance,
such as bonus.
7. Certificated Agreements
Certificated enterprise agreementsset out
conditions of employment of staff at
workplaces. For example, the certificated
agreements of enterprises will provide a pay
rate no less than that in the relevant modern
award, which can ensure the loyalty of staff
to some degrees.
References
SRC Commission. (2014). Positive Performance Indicators.Australia Government
