Professional Documents
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BSBMGT502B
Student Workbook
Student Workbook
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Table of Contents
Getting Started ...............................................................................................1
Introduction ....................................................................................................2
Section 1 Planning Performance Goals ....................................................3
What skills will you need? .......................................................................3
About Performance Management...........................................................3
Performance Management Systems ......................................................8
Your role as a performance manager.................................................. 11
Section summary .................................................................................. 15
Section checklist ................................................................................... 15
Section 2 Managing Performance........................................................... 16
What skills will you need? .................................................................... 16
Management tools ................................................................................ 16
What is coaching?................................................................................. 18
Coaching models................................................................................... 20
Communication skills............................................................................ 21
Behaviours and attitudes ..................................................................... 24
Other supports? .................................................................................... 25
Recording and analysing ...................................................................... 26
Section summary .................................................................................. 28
Section checklist ................................................................................... 28
Section 3 Reviewing Performance ......................................................... 29
What skills will you need? .................................................................... 29
Performance Appraisal Process........................................................... 29
Disciplinary process .............................................................................. 34
Termination process ............................................................................. 36
Section summary .................................................................................. 37
Section checklist ................................................................................... 37
Conclusion ................................................................................................... 38
Glossary ....................................................................................................... 39
Appendices .................................................................................................. 40
Appendix 1 Operational Plan template ............................................ 40
Appendix 2 Sample Performance Management Policy
Template.......................................................................................... 41
Appendix 3 Performance Management process ............................. 42
Appendix 4 Performance Management Plan template................... 43
BSBMGT502B Manage people performance
2009 Innovation & Business Industry Skills Council Ltd
Student Workbook
Getting Started
Getting Started
BSBMGT502B Manage people performance applies to people who need to
develop skills and knowledge for managing the performance of employees. The
unit has a strong focus on working with people, with a focus on techniques for
providing feedback and coaching staff.
Through this material, you will develop understanding and knowledge about
setting performance standards and goals with employees. It provides a practical
approach to conducting staff performance management through providing
feedback and coaching for improvement in performance.
This unit can be used in conjunction with BSBMGT515A Manage operational plan.
This workbook assumes that you have little or no experience in performance
management and follows these headings:
y
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Introduction
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Introduction
At the completion of the 2008 Olympic Games, Australia stood 6th overall behind
China, USA, Russia, Great Britain and Germany.
When ranked by population, Australia falls somewhere around 50th in the world;
however, we are among the top nations in sports performance!
Can the same be said for our performance in the workplace? How is it that, as a
nation, we have such exceptional coaching and performance in one area, but we
dont emphasise the same approaches in our day-to-day work?
Managing performance is a significant responsibility of a manager or supervisor.
As Australians we place great emphasis on performance in sport. While the same
cant be said for performance in the workplace, the concepts are very similar.
Just like the coach of any sports team, as a manager you will need to find ways to
coach, motivate and guide your staff towards winning outcomes.
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1 Tovey & Uren 2006, Managing Performance Improvement, Pearson Australia, p84.
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task goals
behavioural goals
What is motivation?
What moves you? Have you given much thought to what motivates people to do
their jobs? Without motivation, people wouldnt perform at all. In order to manage
people it helps to understand what motivates them.
Unfortunately, the things that motivate people can be different, depending on a
range of factors including:
y
y
y
y
our age
our culture
our personality
our needs
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As a manager you need to get to know people and know what motivates them.
Learning activity: Motivation at work
What do you think are the main motivations that drive how people perform at
work? Using the list below, pick your three main motivators and rank them in
order from 13.
In groups of 2 or 3, add up your ranking for each of the motivating factors
shown in the list above. The motivating factor with the higher number reflects
your groups perception of peoples work motivations.
Do the groups results show that people are more motivated by personal
incentives or by a sense of contributing to the organisation? Discuss in class.
Motivating Factor
Ranking
Motivational Theories
What motivates you at work? Different people have different reasons for getting
up and going to work in the morning.
There are many theories that attempt; to explain motivation. Some of these are:
y
y
y
y
y
y
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Plan
y
Manage
y
Review
y
Workplace Change
When performance management is introduced to a workplace, people can find it
very confronting. If you are at a workplace that is introducing formal performance
management for the first time, you will probably encounter comments like:
y
You are just doing this because you want to get rid of staff.
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Change
Concerns
Action
Link peoples performance goals in line with the goals and strategies of the
organisation.
Set the standards and levels of performance that are expected to be met.
Identify any possible barriers that are limiting performance and remove
them.
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your team
you, as a supervisor
human resource professional
union representatives
code of conduct
policies and procedures
job descriptions
industrial awards or workplace agreements
workplace induction information
performance management plan
public servants
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Are there any differences in the requirements for each of these groups? Is so,
what are the differences?
Select one code of conduct from those you have researched. Explain how you
would use the information from that code of conduct in a performance
management plan.
Relevant awards and legislation
y
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coaches
communicates
documents
clarifies
The position, or job, description should clearly describe the employees job
function, required skills and performance expectations.
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Communication Officer
APPROVED BY:
MANAGERS SIGNATURE: ______________________
JOB SUMMARY
The role of Communication Officer provides timely and accurate information and advice
to customers, staff and other key stakeholders. There is a heavy focus on daily
operations, web and online communications.
REPORTING RELATIONSHIPS
The role works closely with the Group Manager to coordinate communication programs,
policies, and events designed to meet customer response targets and ensure customer
satisfaction.
ESSENTIAL DUTIES (in order of importance)
y
create and distribute information to all staff about HR campaigns and events
NON-ESSENTIAL DUTIES
y
any other duties as required to support the office of the Group Manager
PREFERRED SKILLS
y
programming experience
REQUIRED LICENSES/CERTIFICATIONS
y
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Pitfalls
What happens when you dont do it?
When performance isnt being managed a number of things can tend to happen:
y
The risk of possible damages and legal costs for both managers and the
organisation exists for not adequately managing their duty of care for their
employees.
employee
manager
observer
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Section summary
You should now understand:
y
Section checklist
Before you proceed to the next section, make sure that you understand how to:
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While managers should be coaching and motivating their teams towards making
their own decisions, its equally as important that they establish their leadership
role. Effective team leaders base their relationships with the team on trust and
loyalty.
Team building is an ongoing process that managers can support in a number of
ways:
y
Graphs/charts
When managing peoples performance, managers face the double challenge of
guiding the employees towards taking a greater responsibility while still ensuring
that business objectives are being achieved.
Using a variety of visual aids to identify the teams results and demonstrate the
progress that has been made is a useful tool for managers. Graphs and charts
can be a simple, yet powerful way to display the tangible results and
improvements being made.
Coaching
Coaching is a partnership between a manager and an employee. Regular
coaching sessions are a powerful way to strengthen and expand the employee's
job performance.
When used effectively, coaching can help to increase the employees levels of
motivation and commitment, and so shape performance and increase the
likelihood that the employee's results will meet expectations.
Disciplining
If an employee is working at an unacceptable level, managers often have little
option but to discipline the employee.
In these situations its important to be specific and focus attention on the cause
of problem and not on personalities. Remember that the aim is to guide the
employee to improve their performance, or correct any inappropriate behaviour,
and not simply to punish them.
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oral warning
written warning
reduction of pay
dismissal
What is coaching?
Work coaching
Workplace coaching is a collection of methods and techniques used by managers
and supervisors to help them to maintain or improve their employees work
performance.
What do we coach?
When we are talking about coaching peoples work performance, we are usually
talking about:
y
task goals include bottom line targets that are measured by KPIs
production goals, deadlines, quality standards
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Who do we coach?
Traditionally, managing has involved controlling and directing the work of other
people. As a coach, however, the manager works with the employees to guide
them towards solving problems for themselves, rather than directing them to the
solution.
Generally, most performance problems can be resolved through effective
communication between managers and employees. Most employees can benefit
from coaching in some way. Coaching applies to any skill at any time. It is a simple
way to set, discuss, and monitor goals in a collaborative way.
How do we coach?
Good coaches challenge employees and ask questions that help the employee to
discover how to improve.
y
Coach when you wish to focus attention on any specific aspect of the
employee's performance.
When things are performing well, take the time to understand what is
working and why.
Allow the employee to own the problem and its solutions. Ask them: How
do you think we should handle this?
When do we coach?
Coaching is different to formal training. But how do you know when you should
step in, or let employees work through the problems for themselves?
y
Observe the employee's work and be alert for certain triggers or signs. For
example, you may notice an attitude or behaviour creeping in, or you
discover a slump in the weekly KPIs.
Coach when you want to focus attention on any specific aspect of the
employee's performance.
Be sure you document any key elements that come out of your coaching
sessions and store them in the employees file.
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are visible
lead by example
dont procrastinate
Coaching models
GROW
In the world of performance management, a number of different workplace
coaching models exist.
GROW is a simple but effective model for running coaching sessions. GROW is an
acronym that stands for: Goal Current Reality Options Will.
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Goal
Things can change, and the employees goals may need to be revisited and
reviewed.
Current Reality
Getting to the root cause of problems means asking the team member about what
is happening and how the problem is affecting them. Often managers can leap to
a conclusion about solving a performance problem. Important information that
can help to solve the problem is often missed.
Some useful coaching questions include:
y
y
Options
Once you and your team member have explored the Current Reality, it's time to
start exploring the alternatives for solving the problem. It should be a two-way
process, so encourage the team member for their ideas and views about what
might be done.
Ask questions like:
y
y
y
y
y
What other options have you considered for how we might handle this?
What are the alternatives?
How else could we approach this? What risks are involved?
What are the possible risks involved in these other options?
What constraints exist?
Will
By this stage you will have examined the Current Reality and canvassed the
options for what could be done. The team member should now have a clear idea
of how to deal with the situation. The final step for you as a coach is to get them
to commit to taking action.
y
y
y
y
Communication skills
If not handled well, employees can feel that any discussion about their
performance constitutes a personal attack on their abilities. Managers should be
able to support their employees learning and growth through an ongoing process
of mentoring, coaching and training.
Verbal or spoken communication tends to be the most preferred form of
communication for managers, as they can gauge the immediate feedback from
employees to see if their message has been understood. It is estimated that the
average manager or supervisor spends about 80 per cent of their time
communicating with other people.
BSBMGT502B Manage people performance
2009 Innovation & Business Industry Skills Council Ltd
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Learning to listen
Many people might not realize but listening is a skill. Often we dont hear clearly
because we filter other people's messages and already have preconceived
expectations of what they are going to say.
By repeating your understanding of what someone is saying back to the person,
you create the opportunity to confirm your understanding of what has been said.
This can be done in a number of ways:
y
Paraphrasing means restating the main points of what the speaker has
said back in your own words.
Reflecting meanings can determine the link between how someone is feeling and
what is causing them to feel that way. A common formula for reflecting meaning is
"You feel [emotion] because [event or content associated with feeling]. You
seem to feel pressured by the number of people making demands on you.
Providing a summary of the main themes and feelings the person has expressed
helps make them feel that their thoughts and feelings are being acknowledged. It
can be a useful technique to close the conversation once the speaker has
finished everything they have to say.
Tip: Running a coaching session
When you conduct a coaching session to improve performance, you can follow
this format:
y
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Remember that all employees need regular positive and constructive feedback to
adjust and improve their performance. Positive feedback is best used when an
employee is doing well, and you are trying to reinforce and encourage a particular
behaviour or result from your employee.
The process for giving positive feedback is:
y
ask the employee what they think might be causing the problem, and what
might work to improve the situation
agree upon next steps, including a timeline for action and follow up
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being on time for work he is required to open up the office for other
staff
You are required to provide Alex with constructive feedback about his current
performance and explore ways of achieving the performance goals. Note that
this may require you to revise the performance goals for Alex.
Undertake this activity in class and review your performance with your learning
group.
Remember that people notice your body language and the way you send
messages both positive and negative without using words.
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Be positive
Few people naturally feel comfortable giving others negative feedback, and will
often avoid any painful conversations about substandard performance. There can
also be a feeling that highlighting poor performance will only destroy morale
among other employees and make matters even worse.
Remember that most performance problems can be resolved through effective
communication between managers and their employees. As a manager its
important to convey a positive attitude and approach. The aim of effective
performance management is to reach a positive outcome for both the well-being
of the employee and the growth of the organisation.
Tip: 80/20 Rule
80 per cent of the time, the performance shortfall is beyond the control of the
team member..
Take interest in your team
Be seen, be interested, be understanding. Being a coach means being out there.
y They dont understand my job.
y The boss only leaves his/her office to yell at us.
y I never see them and then they tell me that Im not performing.
These are all common complaints aimed at managers who dont engage with
people.
Tip: Go to the source of the problems
The Japanese realise that you cant solve problems from your office. A key
principle of Japanese management is called Gemba which translates to:
go to the source of the problem.
This will help to turn your biggest source of problems into your biggest source of
solutions!
Other supports?
Mentors
What does a mentor do? The role of a mentor can depend on the people and the
situation. The role of a mentor typically involves:
y Acting as a role model by freely giving their own time to help guide the
employee .
y Guiding the employee to further their personal goals .
y Discussing possible solutions to difficulties or issues.
y Helping the employee to reflect on their thoughts, beliefs, feelings and
behaviour.
y Freely sharing their own experience and knowledge to help the employee
develop their own talents.
y Helping the employee to build confidence in using their own judgments
and problem solving abilities.
BSBMGT502B Manage people performance
2009 Innovation & Business Industry Skills Council Ltd
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Training
Establishing a Performance Management System can change the way people
communicate and work with each other. Employees will need training to
understand the new relationships and how performance issues are openly
discussed and resolved.
Training sessions can provide the opportunity to enhance the understanding
about how the employees work links to the goals of the organisation.
The training can be in small groups or one-on-one. The time spent with employees
will help to build their confidence and communication skills by supporting them in
meaningful discussions about their performance.
Human resources
Your human resources team can support managers and employees when
addressing performance issues. If your organisation doesnt have a dedicated HR
person, you should talk with your most senior manager for guidance and advice.
the follow-up
Make a note of how you expressed your performance expectations and how the
employee responded to the counselling. Keep a record of specific examples of
poor performance on work assignments. Having specific examples will make it
easier for you to explain whats wrong with the employees performance.
Identifying performance issues
To identify problems issues try asking: Why is performance at the level it is? 3
This simple question is often the easiest technique to unearth the possible
causes behind performance issues. The work of the manager becomes one of an
investigator, working to uncover performance problems and finding solutions to
rectify and improve the situation.
Tovey & Uren 2006, Managing Performance Improvement, Pearson Australia p140.
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You can identify performance issues by determining the likely cause of the
problem and implementing a change to remedy the situation.
y
A performance problem is any gap between the Desired Results and the
Actual Results.
For employees who are continuing to exhibit poor performance, as their manager
you need to decide if the solution comes in the shape of further training or
mentoring.
Make sure you outline your expectations for how long you will give the employee
to show signs of improvement, and what steps will be taken if their performance
doesnt improve.
Example: Balanced scorecard
Today's managers must view performance across several areas simultaneously.
Simply focusing on one area, such as financial measures, doesnt give the full
picture on how an organisation is performing.
The concept of the Balanced Scorecard, created by Robert Kaplan and David
Norton, suggests that the information required to manage performance could
be compared to that of a pilot flying a plane. For the complex task of flying an
airplane, pilots need detailed information about fuel, air speed, altitude,
bearing, and other indicators that summarise the current and predicted
environment.
Managers find themselves in a similar situation needing to assess performance
across several areas simultaneously. Simply focusing on one area, such as
financial measures, doesnt give the full performance picture.
By viewing the organisation from four perspectives, the balanced scorecard
provides a more comprehensive understanding of current performance.
Financial perspective the bottom-line financial measures
Internal perspective the performance of the key internal processes of
the business
Customer perspective customer needs and satisfaction
Innovation and learning perspective the organisations own people and
infrastructure
By balancing customer and employee satisfaction measures with results and
financial measures, managers have a more complete picture and will know
where to make improvements.
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Section summary
You should now understand:
y
Section checklist
Before you proceed to the next section, make sure that you understand how to:
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past performances
Schedule the meeting to be held in a private meeting space that will be free from
interruptions.
Gather together all the information relevant to the appraisal:
y
coaching notes
KPIs
involve HR if necessary
set a time
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xx
Venue:
xx
Time:
xx
Remember, the objective is to evaluate the job performance and not the
person
Avoid attributing motives to their behaviour. Focus on the facts and not on
the person
Take a positive focus by looking towards the future and not where
performance has been poor in the past
Build the conversation around the employees goals for the upcoming year
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Disciplinary process
What is a disciplinary process?
Formal disciplinary action results when all previous attempts to manage
performance have been exhausted, or if the employee has committed serious
misconduct.
Task performance
Most of the time, individual performance relates to work tasks. How can you
undertake tasks in order to achieve organisational standards for productivity,
quality, delivery or safety? Planned and systematic coaching and mentoring are
very effective in improving performance in these areas.
This coaching can include things like:
y
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sexual harassment
bullying
offensive behaviour
breaking the law
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Outcomes
y agreed steps to improve
y careful monitoring
y employee assistance programs
Termination process
What is termination/dismissal?
In extreme cases, you may have no other choice but to terminate an employees
employment.
If it comes down to terminating an employees employment due to performance
issues, the law requires that the employee was given adequate warning of their
unsatisfactory performance and were given opportunities to improve. 4
It is a convention to give staff up to three written warnings to staff. Written
warnings will provide sufficient documentation of the employees performance
issues, the steps taken to improve it, and the outcomes that resulted.
This type of written evidence can be critical if the situation escalates and goes
moves into formal arbitration before the Industrial Relations Commission.
Termination Process
Case study: No evidence
Jane has frequently been late and absent from work over the last few months.
In lunchroom conversations with her peers, she talks openly about looking for
other jobs.
Her manager, Konrad, has tried to address this issue and general lack of
performance with Jane a number of times. They have had numerous informal
chats and meetings. Jane generally denies that there is a problem, but once or
twice has acknowledged that she is not happy in her job.
Finally, after she arrived at work three hours late, Konrad drafted up a letter of
dismissal and sacked Jane. Jane responded a week later with an unfair
dismissal claim. When Konrad sought advice for this, he was advised to get all
his records (meeting minutes, e-mails etc) together.
Konrad realised (too late) that he should have been keeping better records.
When this case went to arbitration, it was found that, due to the lack of
evidence on Konrads part, Jane was unfairly dismissed.
Unfair dismissal
According to the Workplace Relations Act an unfair dismissal occurs when the
employees dismissal is harsh, unjust or unreasonable.
If a case of unfair dismissal ends up in court, a strong emphasis is placed on the
managers efforts to communicate performance expectations to the employee, as
well as the assistance they gave to help the employee improve.
Tovey & Uren 2006, Managing Performance Improvement, Pearson Australia, p265
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Claims of unfair dismissal must be lodged within 21 days after termination of the
employees employment.
What is the AIRC?
AIRC is the Australian Industrial Relations Commission. It is an independent
tribunal to makes judgements over cases of unfair or unlawful dismissal. The AIRC
currently operates under the Workplace Relations Act (1996).
The AIRC aims to resolve differences between employers and employees by
agreement, rather than a formal, binding decision. It can dismiss an application
for unfair dismissal if it is clear that the application is frivolous or lacking in
substance. However, if the claim turns into formal arbitration process, known as a
hearing, a decision will be made that is binding on both parties.
Further information about the rights of employers and employees can be found on
the AIRC website (http://www.airc.gov.au).
Section summary
You should now understand:
y
Section checklist
Before you proceed to the next section, make sure that you understand the:
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Conclusion
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Conclusion
The aim of performance management is to build an ongoing dialogue between
managers and their staff about finding new ways to improve performance. A
Performance Management System involves the stages of planning, managing,
and reviewing employee efforts towards achieving organisational and individual
goals.
Managers should be charged with a clear responsibility for coaching, monitoring
and improving the performance of their employees. Effective managers today
require the necessary skills to be both a coach and mentor to the teams and
people they manage.
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Glossary
Glossary
Performance
management
Performance
management system
(PMS)
Performance
excellence
Operational plan
Key performance
indicators (KPI)
Balanced scorecard
Leading indicators
Lagging indicators
Performance appraisal
Self-appraisal
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Deliverable
Department
Reason/
Barriers
Goal
Focus KPI
Department Goals
Operational Goals
Appendices
Appendices
Goal
KPI Due
Progress
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Appendices
Contact Officer:
Date Approved:
Overview
Unit Teams
Policy Implementation
Managers responsibilities
Employees responsibilities
Equity
Funding
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Appendices
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Appendices
Manager:
Reference from
Operational Plan
Managers comments
Review Period:
Indicator of
Success/Performance
By
When
Status
Report
Signature
Date
Signature
Date
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Appendices
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Review Period:
Position:
Skills to be
developed:
Managers comments
Priority
(HML)
By
When?
Skills
gained
(Y/N)
Signature
Date
Signature
Date
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Appendices
Phone No.
Listeners Name
Phone No.
Assessment Site
Coaching Date/s
Time/s
Employees Name
Phone No.
Standard of performance
Satisfactory
Yes
No
Did the coach utilise the GROW model for coaching his or her
employee?
Did the coach identify the performance issue?
Did the coach utilise a number of communication skills to reflect and
clarify the employees answers?
y active Listening
y clarifying
y summarising
Did the coach ask probing questions?
Did the coach allow the employee time to think before replying to
questions?
Did the coach use body language cues to help put the employee at
ease?
Did the coach acknowledge the employee during the coaching session
using positive feedback?
Did the coach provide constructive feedback to the employee during
the session?
Did the coach provide strategies for continuous improvement for the
employee?
Did the coach identify his or her strengths and weaknesses as a
coach/manager?
Did the coach identify areas for self improvement?
Comments/feedback to coach
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Appendices
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Phone No.
Listeners Name
Phone No.
Assessment Site
Coaching Date/s
Time/s
Employees Name
Phone No.
Respond to these questions with your feelings and thoughts about coaching.
What was your initial reaction to the coaching exercise?
What do you think were some of your strengths during the exercise?
What do you think were areas where there was room for improvement?
What kind of strategies can you think of to help improve your coaching skills?
What do you think will be the cost of not implementing new strategies into your
role as a manager?
What are some valuable skills that you have learned today to help you in your role
as manager/coach?
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Appendices
Phone No.
Listeners Name
Phone No.
Assessment Site
Coaching Date/s
Time/s
Employees Name
Phone No.
Standard of performance
Satisfactory
Yes
No
Did the coach utilise the GROW model for coaching his or her
employee?
Did the coach identify the performance issue?
Did the coach utilise a number of communication skills to reflect and
clarify the employees answers?
y active Listening
y clarifying
y summarising
Did the coach ask probing questions?
Did the coach allow the employee time to think before replying to
questions?
Did the coach use body language cues to help put the employee at
ease?
Did the coach acknowledge the employee during the coaching session
using positive feedback?
Did the coach provide constructive feedback to the employee during
the session?
Did the coach provide strategies for continuous improvement for the
employee?
Did the coach identify his or her strengths and weaknesses as a
coach/manager?
Did the coach identify areas for self improvement?
Comments/feedback to coach
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Appendices
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Phone No.
Listeners Name
Phone No.
Assessment Site
Coaching Date/s
Time/s
Employees Name
Phone No.
Respond to these questions with your feelings and thoughts about coaching
What was your initial reaction to the exercise?
What do you think were some of your strengths during the exercise?
What do you think were some of the areas for room for improvement?
What kind of strategies can you think of to help improve your coaching skills?
What do you think will be the cost of not implementing new strategies into your
role as a manager?
What are some valuable skills that you have learned today to help you in your role
as manager/coach?
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Student Workbook
Appendices
Contingency
Renegotiate
project
resources
Risks:
High 76-100% that event will occur
Medium 4675% that event will occur
Low < 45% that event will occur.
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Student Workbook
Present:
Date:
Time:
<Insert NAME> opened the meeting and outlined the process to be followed,
including the method of taking the statement/notes during the meeting also
noted that <insert NAME> had chosen to/not to bring representation to the
meeting to which they confirmed.
<insert NAME>explained that the meeting was to obtain further information as a
result of a <Insert REASON>, am matter referred to <insert EMPLOYEE NAME> on
<insert DATE> and which <insert EMPLOYEE NAME> believed they were <insert
REASON. SUPERVISOR NAME, DATE/S as appropriate>. A copy of the information
may be shown to the attendees.
Question <insert NAME>
Answer <insert NAME>
Question <insert NAME>
Answer <insert NAME>
Question <insert NAME>
Answer <insert NAME>
<Insert NAME> advised that we would end the questions and did <insert NAME>
have any more comments that they felt relevant that we had not covered.
Other comments made by <insert NAME> during the meeting
Signed and dated:
____________________________________
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Student Workbook
Appendices
Date
Private and confidential
Name
Department
Dear Employee,
Re: <Insert REASON>
As a result of our meeting on <insert DATE> with you, <insert NAME> (your
representative), <insert NAME> (organisation representative) and myself, I would
like to confirm the following with regards to <Insert REASON>.
<Insert DETAILS OF MEETING> for example:
As per discussions with you it was advised that your sick/personal leave
over a 12 month period from <insert DATE> to <Insert DATE> was
excessive, with which you both agreed and confirmed.
In the meeting it was discussed and agreed by you that your sick leave will
be monitored (by me) monthly and regular catch ups will be held with you
and I to discuss any potential issues and to touch base with you with
regards to any sick leave taken.
Counselling was offered to you should you require, for both you and your
family. Please find attached a card with the details should you wish to
utilise this confidential service.
As previously advised, your excessive use of sick leave places a significant
strain on the staff at <Insert ORGANISATION NAME> as well as the rest of
your work group.
Please be reminded that should your sick/personal leave continue to be
excessive that you may be subject to disciplinary action.
If you have any concerns/queries please feel free to contact either <insert NAME>
on 9999 9999 or myself.
Yours sincerely
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Student Workbook
Date
Private and confidential
Name
Address
Suburb
Dear Employee,
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