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Homework answers / question archive / Canberra Institute of Technology COMPUTER 234 Task 3: Investigate performance problems You conduct an informal counselling session with Sophie

Canberra Institute of Technology COMPUTER 234 Task 3: Investigate performance problems You conduct an informal counselling session with Sophie

Computer Science

Canberra Institute of Technology

COMPUTER 234

Task 3: Investigate performance problems

You conduct an informal counselling session with Sophie. When asked about why she doesn’t perform specific tasks she responds with the following information.

 

  • She doesn’t know all the organisation’s products and services and their variations.
  • She is unsure of her level of authority when handling customer complaints. She is unsure what she is allowed to offer them as compensation.

 

  • She doesn’t know the correct procedure for processing a refund of the register terminal.

 

 

Investigation of her employment records shows she completed the organisation’s induction program but her work area induction was incomplete due to staff shortages at the time. She has been working for the organisation for four months.

 

Q1:    How are you going to address these issues? Describe the options available to you to assist Sophie and address the performance problems.

 

 

Q2:    You decide to offer Sophie on-the-job coaching. What should you discuss and obtain from Sophie before organising coaching sessions?

 

 

Q3:    What do you need to organise before you can commence the coaching sessions?

 

 

 

 

 

Q4:    What are the five steps you are going to follow when demonstrating tasks to Sophie in the coaching session?

 

 

Q5:    Other than coaching, how else can you inform Sophie of expected standards of performance for her job role, the team or the organisation?

 

 

 

 

Task 4: Provide coaching

 

  • You are required to participate in a role-play to deliver coaching to a colleague.
  • The role-play should deliver coaching to address one of the performance issues identified in Tasks 2 and 3.

 

  • The following resources are required to complete the role-play.
    • A real or simulated work area in which to deliver coaching.
    • All equipment and other resources required to deliver the coaching session based on the topic of delivery, for example, furniture, fittings, electronic equipment such as registers, products being sold, marketing or other materials required to provide information or service, organisational documentation required to complete role-play task such as dockets, refund or complaint forms.
    • Organisational policies and procedures relevant to the role-play topic, for example, refund procedures, customer complaint policy and complaint handling procedures. Workplace or training organisation policies and procedures can be used.

 

Learner instructions

 

  • You are delivering coaching to Sophie in the workplace to address a performance issue identified in Tasks 2 and 3.
  • Read your workplace or training environment’s policies and procedures relevant to the coaching session topic prior to commencing the role-play.
  • During the role-play, you are required to demonstrate the following skills and knowledge.
    • Conduct a training session in line with established organisational procedures.
    • Use feedback and coaching to address performance problems.

 

    • Provide effective feedback and coaching to a team member.
  • Conduct the role-play.

 

 

Task 5: Follow-up coaching and counselling

 

Q1: You need to follow up the outcomes of Sophie’s coaching session. What techniques do you use to evaluate the outcomes of the informal counselling and coaching sessions?

 

 

Q2:    What information do you record about Sophie’s performance issue and its resolution?

 

 

 

Q3:    Where would you record this information and why do you record it?

 

 

 

Q4: What techniques do you use in the weeks after coaching is completed to ensure Sophie applies her new skills and knowledge successfully?

 

 

Q5: Sophie has successfully incorporated her new skills and knowledge into her everyday tasks and is now meeting individual performance standards. How do you acknowledge her achievement and encourage her to continue to strive for excellence?

 

 

 

 

 

Scenario 2

 

Mason has worked for the business for two years. Until recently, he has always met performance expectations.

 

For the last month his punctuality and appearance has been steadily declining and he no longer meets organisational dress code standards for grooming and uniform. Feedback from team members is he is often distracted, on his phone sending text messages and is absent from the work area for periods of time. He has taken four sick leave days in the last month. Until then he had only taken two days of sick leave in the last two years.

 

Mason’s poor performance is affecting the team. They are struggling to maintain customer service standards and meet deadlines. Members of the team are becoming frustrated with his attitude and level of contribution. He is often short-tempered and quite abrupt when responding to questions from other team members. Your observations are supported by feedback from team members. Three customers have written negative feedback about Mason in customer satisfaction forms.

 

Task 1: Identify performance problems

 

 

Q1:    Based on scenario information, what area(s) of underperformance have you identified?

 

 

Q2:    What do you think are potential reasons for Mason’s inability to meet performance standards now when he has achieved them consistently in the past?

 

 

Q3:    You have decided to hold a formal counselling session with Mason. What are two things you should investigate before meeting with Mason?

 

 

 

Q4: How do you conduct a formal counselling session? List three things that are included in a formal session.

 

 

Task 2: Conduct a formal counselling session

 

  • You are required to participate in a role-play to conduct a formal counselling session with a colleague.
  • The role-play should use structured counselling to address the performance issues identified in Task 1.
  • The following resources are required to complete the role-play.
    • A real or simulated work area in which to deliver the formal counselling, such as an office or meeting room.
    • Organisational policies and procedures relevant to the role-play topic, for example, human resource procedures for formal counselling and the organisation’s code of conduct and dress code. Workplace or training organisation policies and procedures can be used.

 

Learner instructions

 

  • You are conducting a formal counselling session with Mason to address performance issues identified in Task 1.
  • Read the information provided in Scenario 2 to assist you during your counselling session.
  • Read your workplace or training environment’s policies and procedures relevant to the delivery of formal counselling prior to commencing the role-play.
  • During the role-play, you are required to demonstrate the following skills and knowledge.

 

    • Conduct a formal counselling session when needed according to organisational procedures.
    • Provide effective feedback and counselling to a team member.
    • Evaluate factors contributing to poor staff performance.
    • Discuss and agree on possible solutions with the team member.
  • Document the main topics discussed during the counselling session and any solutions agreed upon between you and Mason. These notes will help you complete Task 3.
  • Conduct the role-play. SCENARIO 2 Performance appraisal

 

Employee name: Mason Manjawa                       Employee ID: 75422 Position: Customer service

Appraised by: S. Jones                                           Appraisal date: 15.06.2019 Reason for appraisal: Annual

Performance period from: 11.05.2018 to 11.06.2019

 

Instructions: Reflect on the employee’s performance over the whole performance period. Refer to supporting notes and evidence collected over this time. Check the appropriate rating for each performance area. Indicate ‘N/A’ if not applicable.

Definition of performance ratings

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Performance does not meet requirements in several critical factors.

Performance is inconsistent and

unreliable and

Performance is inconsistent. Behaviour sometimes does not meet expectations.

Targets are

often met, but

Performance is consistent and meets the standards required.

Regularly meets KPI targets.

Performance is often above the standard required and the employee sometimes exceeds KPI

targets.

Performance consistently exceeds standards and KPI targets set for the position.

 

behaviour needs improvement. KPI targets are

regularly missed.

there is room for improvement.

 

 

 

Job-related skills: The extent to which the team member is competent in the practical/technical skills required to perform on the job.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Efficient and quick everytime

Interpersonal skills: The extent to which the team member willingly cooperates and demonstrates effective communication skills when interacting with internal and external customers.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Mason is a great team member, always supportive, helpful and can be relied on by others to contribute to overall goals.

Organisational skills: The extent to which the team member organises and produces work in a timely manner.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Very organised, especially at the start of a shift or organising special requests for customers.

 

Problem-solving and continuous improvement skills: The extent to which the team member proposes new ideas, finds new and better ways of doing things and uses appropriate problem- solving skills.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

 

 

Too rigid to work with

Text Box: Too rigid to work with

 

 

Customer service skills: The extent to which the team member can anticipate customer needs and wants, and provide tailored and friendly, efficient service, according to company standards and policies.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Great attitude toward the customer

 

Personal presentation: The extent to which the team member meets organisational standards relating to grooming and hygiene.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Exceptionally clean and maintains hygiene

 

Customer feedback received in past month

 

 

Informal verbal feedback

 

 

Mason was very abrupt today and seemed to have little interest in serving me. I’ve been served by Mason before and have always found him very friendly and helpful. What’s happened?

 

Comments

 

 

‘The young man who served me today shouldn’t be serving customers. He’s not very helpful.’

 

 

‘Very rude and abrupt.’

 

 

‘Didn’t seem to want to serve anyone or even be there.’

 

 

‘Seemed distracted and distant. Felt like I didn’t matter.’

 

 

 

 

 

Task 3: Document outcomes

 

    • Use the Counselling summary template to complete Task 3.
    • Complete the HR record by documenting the details and agreed outcomes of your formal counselling session with Mason.

 

 

Counselling summary Scenario 2

 

 

Employee name:

Employee ID:SB9878

Position: Supervisor

 

Counselling meeting attended by: Jason

Date: 2/2/2019

 

Location: kitchen

Discussion topics

Discussion summary

Cleanliness

Need to do the steam cleaning of kitchen

Meeting outcomes

Agreed outcomes

Actions to be taken

Responsibility

       

 

Change in schedule

Changing the schedule of cleaning

Supervisor

 

 

Task 4: Follow up counselling

 

Q1: You need to follow up the outcomes of Mason’s counselling session. How can you evaluate if the actions taken as a result of the formal counselling session have had a positive effect on Mason and the team?

 

 

Q2:    Where would you file the completed counselling summary? Why?

 

 

 

Scenario 3

 

Kris is one member of a team responsible for stock control within the organisation. He places orders for products and services, receives and checks deliveries, conducts stock takes of storage areas and provides product costs to outlet or customer service managers.

 

He has worked for the organisation for five years and you are about to complete his annual performance appraisal.

 

Kris is a good, reliable employee who knows his job role well. Feedback from his direct supervisor indicates he completes his assigned tasks every day but never takes on additional work without being specifically requested to. If it is a quiet day, he will go and chat to other staff members rather than show initiative and ask what other tasks can be done.

 

In the last six months, errors have started to appear in his work. Several delivery forms have been incorrectly completed and incorrect orders placed for larger than required quantities on at least five occasions that you know of. You have copies of delivery dockets and order forms Kris has completed to support your observations and the supervisor’s feedback. These inaccuracies have led to increased wastage as poor quality stock has been accepted when it should have been rejected. Kris was provided guidance and offered assistance when they were first identified but he rejected all assistance, saying they were one-off occurrences.

 

 

Performance appraisal

 

Employee name: Kris Engleholt                            Employee ID: 123456KE Position: Stock control

Appraised by: RK Thapa                                       Appraisal date: 01.03.2019 Reason for appraisal: Annual

Performance period from: 01.03.2018 to 01.03.2019

 

Instructions: Reflect on the employee’s performance over the whole performance period. Refer to supporting notes and evidence collected over this time. Check the appropriate rating for each performance area. Indicate ‘N/A’ if not applicable.

Definition of performance ratings

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Performance does not meet requirements in

several critical

Performance is inconsistent. Behaviour

sometimes does

Performance is consistent and meets the

standards

Performance is often above the standard

required and

Performance consistently exceeds

standards and

 

factors.

Performance is inconsistent and unreliable and behaviour needs improvement. KPI targets are regularly missed.

not meet expectations. Targets are often met, but there is room for improvement.

required.

Regularly meets KPI targets.

the employee sometimes exceeds KPI targets.

KPI targets set for the position.

Job-related skills: The extent to which the team member is competent in the practical/technical skills required to perform on the job.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Kris completes all assigned tasks within normal time constraints. He understands the requirements of the job role.

 

Interpersonal skills: The extent to which the team member willingly cooperates and demonstrates effective communication skills when interacting with internal and external customers.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Kris gets on well with other members of his team. He is very sociable with them and all other employees within the organisation. This can sometimes be an issue as time spent socialising can slow down productivity and achievement of assigned tasks.

 

Organisational skills: The extent to which the team member organises and produces work in a timely manner.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

 

 

Feedback

Work area is usually organised and tasks are completed in a logical, sequential manner.

Text Box: Feedback
Work area is usually organised and tasks are completed in a logical, sequential manner.

 

 

Problem-solving and continuous improvement skills: The extent to which the team member proposes new ideas, finds new and better ways of doing things and uses appropriate problem- solving skills.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Follows procedures and rarely contributes to the development of new procedures or work practices. Is often resistant to the introduction of new procedures.

 

Customer service skills: The extent to which the team member can anticipate customer needs and wants, and provide tailored and friendly, efficient service, according to company standards and policies.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Kris deals with internal customers or external suppliers. His attitude is friendly and helpful, and he is always willing to assist with special requests or last-minute needs.

 

Personal presentation: The extent to which the team member meets organisational standards relating to grooming and hygiene.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Kris meets all organisational requirements for personal hygiene, uniform and overall presentation standards.

Performance appraisal – self appraisal

 

Employee name: Kris Engleholt                            Employee ID: 123456KE

 

Position: Stock control

 

Appraised by: Tom                                              Appraisal date: 26.02.2019 Reason for appraisal: Annual

Performance period from: 21.05.2018 to 21.05.2019

 

Instructions: Reflect on your performance over the whole performance period. Evaluate your performance against the rating system and select the appropriate rating for each performance area. Indicate ‘N/A’ if not applicable. Try to provide an honest evaluation to ensure your upcoming performance appraisal will be as constructive as possible.

Definition of performance ratings

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Performance does

Performance is

Performance is

Performance is

Performance

not meet

inconsistent.

consistent and

often above the

consistently

requirements in

Behaviour

meets the

standard

exceeds

several critical

sometimes does

standards

required and

standards and

factors.

not meet

required.

the employee

KPI targets set

Performance is

expectations.

Regularly meets

sometimes

for the position.

inconsistent and

Targets are

KPI targets.

exceeds KPI

 

unreliable and

often met, but

 

targets.

 

behaviour needs

there is room

 

 

 

improvement.

for

 

 

 

KPI targets are

improvement.

 

 

 

regularly missed.

 

 

 

 

 

Job-related skills: The extent to which the team member is competent in the practical/technical skills required to perform on the job.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

 

Interpersonal skills: The extent to which the team member willingly cooperates and demonstrates effective communication skills when interacting with internal and external customers.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

 

Organisational skills: The extent to which the team member organises and produces work in a timely manner.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

 

Problem-solving and continuous improvement skills: The extent to which the team member proposes new ideas, finds new and better ways of doing things and uses appropriate problem- solving skills.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

 

Customer service skills: The extent to which the team member can anticipate customer needs and wants, and provide tailored and friendly, efficient service, according to company standards and policies.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

 

Personal presentation: The extent to which the team member meets organisational standards relating to grooming and hygiene.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

 

 

 

Task 1: Prepare for performance appraisal

    • Read Scenario 3 the information provided to assist in completing Task 1.

 

 

Q1: Kris has worked for the organisation for some time. How would expected standards of performance be communicated to Kris during this period?

 

 

Q2:    What is the role of a performance appraisal system in an organisation?

 

3: You are preparing for the appraisal. Briefly explain the steps you follow during the preparation process.

 

Q4: Prior to the formal appraisal, Kris is asked to complete a self-appraisal. What is a self- appraisal?

 

 

Q5: Your organisation uses a graphic rating scale as their appraisal method. Briefly explain this method.

 

 

 

Q6:    You need to give Kris formal notification of the appraisal session. How much notice do you give him, what do you tell him and how do you send the notification?

 

 

Q7:    Where should the meeting be held?

 

 

 

Q8:    What sort of evidence of employee performance do you gather prior to conducting the appraisal?

 

 

Q9:    What are five examples of things you plan to discuss and evaluate with Kris during the meeting?

 

 

Q10: How can you ensure the appraisal process is fair and avoid rating bias?

 

 

Q11: What are five techniques you should use when communicating with Kris in the appraisal meeting?

Task 2: Conduct a performance appraisal

 

  • You are required to participate in a role-play to conduct a formal performance appraisal with a colleague.
  • The role-play should use formal performance appraisal processes to address any performance issues or identify and acknowledge good performance.
  • The following resources are required to complete the role-play.
    • A real or simulated work area in which to conduct the formal performance appraisal, such as an office or meeting room.
    • Organisational performance appraisal policies and procedures. Workplace or training organisation policies and procedures can be used.

Learner instructions

 

  • You are conducting a formal performance appraisal with Kris. It is part of the organisation’s performance management system. It is his annual review.
  • Read the information provided to assist you during your appraisal session.
  • Read your workplace or training environment’s policies and procedures relevant to the delivery of formal performance appraisals prior to commencing the role-play, if required.
  • During the role-play, you are required to demonstrate the following skills and knowledge.
    • Conduct a formal performance appraisal session openly and fairly according to organisational procedures.
    • Provide effective feedback and counselling to a team member.
    • Evaluate factors contributing to poor staff performance (if applicable).
    • Discuss and agree on possible solutions or professional development with the team member.
    • Complete performance management records

 

  • Document the topics discussed during the performance appraisal and any actions, training or development agreed upon between you and Kris. These notes will help you complete Task 3.
  • You may complete Task 3 in conjunction with Task 2 if desired.
  • Conduct the role-play.

 

 

Task 3: Document outcomes

 

    • Use the blank performance appraisal template below to complete Task 3.
    • Complete the performance appraisal form by documenting the details and agreed outcomes of your formal counselling session with Kris.
    • The performance appraisal form can be completed while conducting the role-play in Task 2.

Performance appraisal

 

Employee name: Kris Engleholt                            Employee ID: BBh555 Position: Stock control

Appraised by: JK row                                            Appraisal date: 26.02.2019 Reason for appraisal: Annual

Performance period from: 01.03.2018 to 01.03.2019

 

Instructions: Reflect on the employee’s performance over the whole performance period. Refer to supporting notes and evidence collected over this time. Check the appropriate rating for each performance area. Indicate ‘N/A’ if not applicable.

Definition of performance ratings

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Performance does not meet requirements in

several critical

Performance is inconsistent. Behaviour

sometimes does

Performance is consistent and meets the

standards

Performance is often above the standard

required and

Performance consistently exceeds

standards and

 

factors.

Performance is inconsistent and unreliable and behaviour needs improvement. KPI targets are regularly missed.

not meet expectations. Targets are often met, but there is room for improvement.

required.

Regularly meets KPI targets.

the employee sometimes exceeds KPI targets.

KPI targets set for the position.

Job-related skills: The extent to which the team member is competent in the practical/technical skills required to perform on the job.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Always updating my knowledge

Interpersonal skills: The extent to which the team member willingly cooperates and demonstrates effective communication skills when interacting with internal and external customers.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Communicates well in a team

Organisational skills: The extent to which the team member organises and produces work in a timely manner.

 

1

2

3

4

5

Below

Needs

Meeting

Exceeding

Outstanding

 

expectations

improvement

expectations

expectations

 

Feedback

I am very punctual and hardworking

 

Problem-solving and continuous improvement skills: The extent to which the team member proposes new ideas, finds new and better ways of doing things and uses appropriate problem- solving skills.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Too blocky sometimes and cant think out of the box

 

Customer service skills: The extent to which the team member can anticipate customer needs and wants, and provide tailored and friendly, efficient service, according to company standards and policies.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Very interactive and jolly person with the customers

 

Personal presentation: The extent to which the team member meets organisational standards relating to grooming and hygiene.

 

1

2

3

4

5

Below

expectations

Needs

improvement

Meeting

expectations

Exceeding

expectations

Outstanding

Feedback

Always neat and tidy

 

Task 4: Grievance procedures

 

Kris is unhappy with the outcomes of his performance appraisal. He feels it wasn’t fair and that the appraiser was biased. He also thinks the supervisor gave negative feedback about his performance to cover up their own poor performance.

 

Q1:    What is the process if Kris wants to submit a grievance?

 

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