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Task -1
Performance objective
The Student must demonstrate ability to develop operational plan including task and
resources requirement and performance management policies and procedures.
Assessment description
You are required to work individually to develop relevant performance management
policies and procedures for one of the company listed below. You also need to include
relevant deadlines for each stage of the review.
List of companies:
1. KFC
2. IBM
3. Sub-way
4. Coles
5. ANZ Bank
6. Qantas Airline
7. BHP
8. CIBT
Procedure
1. Chose a company from above list and get approved by your assessor.
2. Develop performance management policy and procedures for your chosen company
from the above list.
Specifications
Student can work together to design and develop the document/s; however, each
student must individually submit the documents.
The performance management policy must include:
Job specification
Resources requirement
time management
policy introduction
performance Management System
performance review objectives
performance review roles and responsibilities
supervision and training
Policy Template
Policy Name:
Policy Number: Contact Officer:
Date Approved: Date for Next Review:
Overview
Unit Teams
Policy Implementation
Manager’s responsibilities
Employee’s responsibilities
Equity
Funding
Procedure Template
PROCEDURE #:
TASK DESCRIPTION:
DEPARTMENT: SOP#:
APPROVED BY: Date:
Procedure:
Action Action Description Standard Who
number Required
Task -2
Performance Objective
The Student must demonstrate knowledge and understanding of the process required to
terminate a difficult employee.
Assessment Description
Read the following case study relating to the discipline and termination of an employee
Sam and develop a clear argument to support the decision of the Australian Industrial
Relations Commission (AIRC).
Conduct a risk analysis.
Consider relevant policies and procedures, legislation and performance management
issues to support your argument.
You are required to produce a written report for your manager Rob as to why your
organisation lost the case.
Case Study:
Sam is a programmer at a small security company. She has recently missed a couple of
deadlines on a project. Sam has been pretty upset about this. She is a diligent worker,
however the organisation has started working on a new programming language and Sam
is not familiar with it.
You are Sam’s manager and are familiar with your predecessor’s methods for dealing
with her. She would come out and yell at Sam and then go back to her office. Sam has a
staff files show that there have been no verbal or written warnings recorded against her.
As Sam’s manager you have been managing Sam more effectively. You have been
spending time to try and understand Sam’s issues and have reallocated resources in
order to give Sam some extra time until she is confident and competent in using the new
programming language. You have not specified any timelines for a performance review
to discuss progress in meeting the required standard of performance or taken notes. You
have also offered extra training to her.
However in a meeting about her inability to meet her latest deadline, Sam physically
struck you and walked out of the office. She has not returned. Sam contacted her doctor
after the meeting and was given a medical certificate claiming stress as the reason for
her absence and given 7 days leave. This was sent to and received by the organisation on
the day following your meeting with Sam. Sam called and verified with the Human
Resources department that the certificate had been filed within the organisation’s
systems.
Three days after your meeting with Sam you advised your supervisor that she had struck
you and has since reported in ill; this advice being received from the Human Resources
department. A meeting between you, your supervisor and the Human Resources
department is convened and a decision is made to dismiss Sam on the basis of serious
misconduct. A letter was sent by registered mail to Sam’s personal mail address.
Two days later Sam filed an unfair dismissal claim with the Australian Industrial Relations
Commission (AIRC). The organisation received a letter from the AIRC to attend a hearing.
Sam wins the hearing as no evidence was provided by the company to support its case of
dismissal on the grounds of misconduct or serious misconduct.
The hearing went in Sam’s favour for the following reasons:
• The employer failed to follow a formal disciplinary process.
• There was no impartial investigation carried out.
• There were no records of any notes provided by the employer to back the claims that
there had been meetings and reviews. The only written evidence produced was the
termination letter.
• The original version of the medical certificate was not produced in the hearing by the
company.
• Sam produced a verified copy of her medical certificate in the hearing along with email
evidence from the Human Resources department confirming that the medical certificate
had been received by the organisation and entered into its files.
• No documented evidence of any meetings, coaching sessions had been kept by the
employer.
• No performance management review or development plans were presented by the
employer.
• There were no copies of signed agreements reviewing Sam’s progress (performance
reviews and development plans) submitted by the employer.
• No written documents outlining timelines were given for monitoring or reviewing
Sam’s progress were submitted by the employer.
• No formal disciplinary hearings had taken place prior to Sam’s dismissal.
• Sam was not formally stood down while an investigation was carried out.
• There was no physical evidence to support the serious misconduct claim that the
manager has been struck as no witnesses were called to verify whether an attack had
taken place.
Sam was awarded costs of approximately $5000 for lost salary and wages and a further
$5,000 for emotional distress.
After the decision was handed down, Rob the Senior Human Resources Manager
approaches you to discuss the reasons behind the decision going in favour of Sam. Rob
wants a written report on his desk by the end of the week giving the background and
reasons why the decision went in Sam’s favour against the organisation.
As part of your brief from Rob, he would like to see a completed risk assessment
identifying areas that the organisation needs to address and implement in order to
prevent this type of situation occurring again. The information in the report will guide
whether the organisation will pursue an appeal.
Based on the findings of your report, Rob decides not to proceed with an appeal but to
develop and implement a new Performance Management System. Rob recommends that
the organisation follow the two processes as outlined below to handle:
a) Performance Reviews for all staff
Procedure:
Prepare a report that outlines the reasons as to why the organisation lost its case and
also what it ought to have been doing for it to have successfully defended its position
against Sam’s claim of unfair dismissal.
In your report:
• Critically analyse the case and develop a discussion paper as to why the organisation
lost the case. Your analysis should include a risk analysis of the case and strategies to
mitigate future risks should similar situations arise
• Using examples from Sam’s case, describe the conditions under which misconduct and
serious misconduct may be deemed to exist
• List any legislation that applies and any internal policies and procedures that may have
applied in situations similar to Sam’s case
• Develop policies and procedures that an organisation would need to implement to
avoid a similar situation occurring and to ensure that disciplinary hearings and
terminations are considered to be fair and reasonable
• What documents would have to be developed for the organisation to evidence that it
has implemented a process to support non-performing employees?
Marking Guide
Satisfactory
Assessment specification
Yes No
Did the Student submit the required assessment in the specified timeframes?
Satisfactory
Performance Indicators
Yes No
Listed the applicable legislation and other organisational codes within the
policy and procedures
Included timeframes for the completion of each step of the process in the
policy and procedures?
Discussed the conditions under which misconduct and serious misconduct may
exist?
Listed any relevant policies and procedures (that could have existed) and
legislation that would have applied in this case?
Assessor name:
Assessor signature: