Manage people performance

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.


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.

Elements and Performance Criteria



1. Allocate work

1.1. Consult relevant groups and individuals on work to be allocated and resources available

1.2. Develop work plans in accordance with operational plans

1.3. Allocate work in a way that is efficient, cost effective and outcome focussed

1.4. Confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals

1.5. Develop and agree performance indicators with relevant staff prior to commencement of work

1.6. Conduct risk analysis in accordance with the organisational risk management plan and legal requirements

2. Assess performance

2.1. Design performance management and review processes to ensure consistency with organisational objectives and policies

2.2. Train participants in the performance management and review process

2.3. Conduct performance management in accordance with organisational protocols and time lines

2.4. Monitor and evaluate performance on a continuous basis

3. Provide feedback

3.1. Provide informal feedback to staff on a regular basis

3.2. Advise relevant people where there is poor performance and take necessary actions

3.3. Provide on-the-job coaching when necessary to improve performance and to confirm excellence in performance

3.4. Document performance in accordance with the organisational performance management system

3.5. Conduct formal structured feedback sessions as necessary and in accordance with organisational policy

4. Manage follow up

4.1. Write and agree performance improvement and development plans in accordance with organisational policies

4.2. Seek assistance from human resources specialists where appropriate

4.3. Reinforce excellence in performance through recognition and continuous feedback

4.4. Monitor and coach individuals with poor performance

4.5. Provide support services where necessary

4.6. Counsel individuals who continue to perform below expectations and implement the disciplinary process if necessary

4.7. Terminate staff in accordance with legal and organisational requirements where serious misconduct occurs or ongoing poor-performance continues

Required Skills

Required skills

communication skills to articulate expected standards of performance, to provide effective feedback and to coach staff who need development

risk management skills to analyse, identify and develop mitigation strategies for identified risks

planning and organisation skills to ensure a planned and objective approach to the performance management system.

Required knowledge

relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination

relevant awards and certified agreements

performance measurement systems utilised within the organisation

unlawful dismissal rules and due process

staff development options and information.

Evidence Required

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 following is essential:

documented performance indicators and a critical description and analysis of performance management system from the workplace

techniques in providing feedback and coaching for improvement in performance

knowledge of relevant awards and certified agreements.

Context of and specific resources for assessment

Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.

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:

analysis of responses to case studies and scenarios

assessment of written reports

demonstration of techniques in providing feedback and coaching

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

review of work plans, performance indicators, risk analysis,performance management and review processes, performance improvement and development plans.

Guidance information for assessment

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

other management units.

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.

Performance standards mean:

level of performance sought from an individual or group which may be expressed either quantitatively or qualitatively

Code of Conduct means:

agreed (or decreed) set of rules relating to employee behaviour/conduct with other employees or an agreed (or decreed) set of rules relating to employee behaviour/conduct with other employees or customers

Performance indicators mean:

measures against which performance outcomes are gauged

Risk analysis means:

determination of the likelihood of a negative event preventing the organisation meeting its objectives and the likely consequences of such an event on organisational performance

Performance management means:

in accordance with relevant industrial agreements

process or set of processes for establishing a shared understanding of what an individual or group is to achieve, and managing and developing individuals in a way which increases the probability it will be achieved in both the short- and long-term

Excellence in performance means:

regularly and consistently exceeding the performance targets established while meeting the organisation's performance standards

Termination means:

cessation of the contract of employment between an employer and an employee, at the initiative of the employer within relevant industrial agreements


Unit sector

Competency Field

Management and Leadership - Management

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.