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Evidence Guide: BSBHRM403B - Support performance-management processes

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

BSBHRM403B - Support performance-management processes

What evidence can you provide to prove your understanding of each of the following citeria?

Review performance-management infrastructure

  1. Ensure that all positions have current position descriptions specifying key requirements of the role
  2. Assist in reviewing the performance-management system to ensure it aligns with the strategic direction of the organisation
  3. Ensure that managers have provided reports of performance indicators that are consistent with the position description requirements
  4. Check that performance appraisal meetings are held in line with organisational timeframes, that correct documentation has been completed, and that necessary parties have recorded agreement
  5. Check that appropriate organisational procedures have been followed for acknowledging good performance and addressing under-performance
  6. Provide advice and support where there is dissention about performance appraisal outcomes
Ensure that all positions have current position descriptions specifying key requirements of the role

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assist in reviewing the performance-management system to ensure it aligns with the strategic direction of the organisation

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Ensure that managers have provided reports of performance indicators that are consistent with the position description requirements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that performance appraisal meetings are held in line with organisational timeframes, that correct documentation has been completed, and that necessary parties have recorded agreement

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check that appropriate organisational procedures have been followed for acknowledging good performance and addressing under-performance

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide advice and support where there is dissention about performance appraisal outcomes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Promote performance-management system

  1. Clarify goals and methods of the performance-management system to employees
  2. Promote the performance-management system to stakeholders
  3. Arrange or deliver training or instruction in how to use the performance-management system
  4. Encourage ongoing and regular feedback on personnel performance as well as formal performance appraisals
Clarify goals and methods of the performance-management system to employees

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Promote the performance-management system to stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Arrange or deliver training or instruction in how to use the performance-management system

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Encourage ongoing and regular feedback on personnel performance as well as formal performance appraisals

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recommend improvements to performance-management system in response to collated data

  1. Review performance-management documentation to establish trends or problem areas requiring attention
  2. Review patterns in skill or performance gaps and consider requirements and options for performance development
  3. Assist in revising policies and procedures where necessary
  4. Suggest improvements to the performance-management system
Review performance-management documentation to establish trends or problem areas requiring attention

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review patterns in skill or performance gaps and consider requirements and options for performance development

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assist in revising policies and procedures where necessary

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Suggest improvements to the performance-management system

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the ability to:

support the implementation of the performance-management system and analyse its strengths and weaknesses

provide information about the performance-management system

explain the benefits of effective performance management and how it links with performance development.

Context of and specific resources for assessment

Assessment must ensure:

access to samples of documents and resources normally used in a workplace performance-management process.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

assessment of reports on performance management

demonstration of techniques in providing advice on performance feedback

direct questioning combined with review of portfolios of evidence and third-party workplace reports of onthejob performance by the candidate

observation of presentations on performance-management systems

evaluation of documentation outlining training or instruction provided in using the performance-management system

oral or written questioning to assess knowledge of rewards and incentive schemes.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

other units from the Certificate IV in Human Resources.

Required Skills and Knowledge

Required skills

communication skills to:

advise on methods for giving feedback

assist managers with methods for addressing under-performance

organisational skills to check that:

systems are followed

necessary documentation is kept and maintained according to privacy and confidentiality policies and legislation

technology skills to:

write reports

access records of interviews

apply appropriate security controls to records.

Required knowledge

key elements and purposes of performance-management processes, and their contribution to organisational objectives and the human resources cycle

rewards and incentive schemes

warning systems and grievance procedures.

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Position descriptions may also be known as or include:

duty statements

job specifications

role statements.

Performance appraisal meetings may consider:

data from tailored software

feedback from peers, those whose performance has been reviewed, customers and clients

key performance indicators

perspectives of the manager and the person being reviewed

qualitative and quantitative measurement of performance.

Acknowledgement may include:

monetary rewards, such as:

additional superannuation

bonuses

incentives

innovative motor vehicle and other salary packaging opportunities

salary increases

nonmonetary rewards, such as:

conference registrations

purchase of special equipment

training.

Promoting the performance-management system may include explaining:

employee motivation and engagement strategies

financial and other consequences of managing under-performance

how performance management links to business objectives

impact of high and low performing staff

links between performance management and learning and development

links between quality and costs

system benefits.

Performance development may include:

action learning sets

job rotation

mentoring or coaching

pairing with more experienced staff

shadowing

training.