SITXHRM003 Lead and manage people

approaches to meet the KPIs.
Define constraints to meeting KPIs.
Know what to do if KPIs are not met.
Use appropriate methods of communication.

For Part B you are required to establish a set of evaluation criteria to monitor and evaluate the performance of staff. The following points need to be developed for Part B:

Set job responsibilities and tasks
Relate job responsibilities to specific performance indicators
Employee feedback collection
Professional development opportunities
Bonus and reward systems
Provide employees with feedback
Delegating tasks

You are required to address all questions to achieve competence. Your trainer will provide you with instructions for time frames and dates to complete this assessment.

Once completed, carefully read the responses you have provided and check for completeness. Your trainer will provide you with feedback and the result you have achieved.

The responses provided in this project will form a basis for a practical observation for Assessment

Assessment 3 – Practical observation & Report

You are required to wear a complete uniform applicable to your area of training or as instructed
Your personal presentation must reflect the standards typically expected and acceptable in the tourism, hospitality and events industry.
The observation consists of 3 parts:
- Part A Planning monitoring
- Part B The monitoring process/Observation
- Part C Evaluating monitoring processes
Part A – Prior to the observation. Planning

(SOLVED) Want answer for this assignment; Contact Online Chat Support.

Select 4 different activities relevant to your job role or workplace activities with your trainer from the list below. You will need to develop a plan for the situation(s) where you undertake monitoring as detailed in Part A of this assessment below.

decision making delegation of tasks information provision provision of feedback motivation through recognition and rewards planning and organising

Part B – Observation – You will be observed completing the 4 different monitoring activities you selected in Part A.
Part C – Post monitoring/observation. Evaluating the monitoring processes

Part C requires you to evaluate the workplace practices, the effectiveness of communication, task allocation and delegation, and the feedback provisions that were employed during the monitoring instances. As part of continuous improvement and critical self reflection, for each deficiency identified, a realistic improvement needs to be provided which can be implemented for future service instances.

The observation criteria in each Part of this assessment below provide a guideline for criteria relevant for each task.

Assessment 1

Your Task:

Answer the following questions below. All questions must be answered.

Question 1

List 5 roles and functions performed by supervisors and managers:

Question 2

Match the leadership style on the left to the description on the right:

Authoritarian or autocratic leadership

Participative or democratic

Laissez-faire style

Transactional leadership

Transformational leadership

Situational leadership

1. Gives guidance to the team, but also seek their input and opinions when making decisions.

2. Involves somebody speaking from a position of power and exercising tight control over their subordinates.

3. Involves giving people a job and a possible direction and letting them do it themselves.

4. Involves modifying your style of leadership to suit the particular situation.

5. Involves setting out clear goals and objectives, along with the corresponding rewards and punishment.

6. The leader will offer some kind of personal transformation to the follower.

Question 3

List 4 important skills (or characteristics) of members of an effective team:

Question 4

List the 3 individual job roles of members in YOUR team and describe what each role does.

Job Role 1: Job Function:

Job Role 2: Job Function:

Job Role 3: Job Function:

Question 5

List 4 common problems teams may encounter.

Question 6

What does ‘Group Dynamics’ mean?

Question 7

List 6 advantages of working as a team, as opposed to working individually.

Question 8

As a leader, the most important part of being a leader is setting a good example. Why is this?

Question 9

List 3 ways you can act to send a positive message to your team as a leader:

Question 10

What is a manager’s role in achieving company goals?

Question 11

Why must you show your staff that you support the business goals?

Question 12

List 4 reasons why treating people with integrity, respect and empathy will help you manage your team.

Question 13

If you don’t treat people with respect (for example use fear and threats) this can have a negative effect on your team. List 4 examples of how lack of respect can negatively impact on a team:

Question 14

Fill in the following gaps

There are 3 types of goals you need to set, they are;

term term term

Question 15

List 3 methods you could use to help your team to monitor the progress of meeting goals:

Question 16

Setting KPIs helps to keep the organisational goals, in line with the plans and objectives of your team.

List 3 good KPIs that might help your team achieve the organisational goals.

Question 17

Why is setting a KPI of ‘increased sales’ a bad KPI for helping your team achieve business goals?

Question 18

What type of communication methods can you use to help a team become more independent (and take responsibility for their own work)?

Question 19

You must inform staff of what is expected in their individual role or activities they undertake. One example is making sure you have told them expected outcomes – list 4 other aspects you must clearly communicate to them:

Question 20

How can encouraging open communication and innovative thinking help your team meet goals?

Question 21

List 3 innovations in the hospitality industry, that you may discuss with your team:

Question 22

Why is encouraging and rewarding staff important?

Question 23

List 3 ways to reward individual or team performance.

Question 24

List 3 benefits of communicating with your staff and involving them in making decisions.

Question 25

List 3 ways to show your employees that you support and value open communication within the team

Question 26

As a manager or team leader you need to communicate the important ideas, plans and objectives.

List 3 pieces of data or information the team may need full access to.

Question 27

How does having your team fully informed about business objectives and goals help the business?

Question 28

When someone has a criticism of your team’s performance why does this reflect badly on you?

Question 29

What does using feedback provide team members with?

Question 30

Finish this sentence. If the employee has done a good job, then the feedback should be......

Question 31

Finish this sentence. If you need to provide criticism to an employee, then the feedback should be......

Question 32

List 3 benefits of delegation

Question 33

List 3 reasons managers don’t delegate.

Question 34

How does increasing an employee’s level of responsibility gradually help the employee overcome some barriers to delegation?

Question 35

Why is it important to make an effort to develop individuals within your team?

Question 36

List 3 ways you can help individuals develop within a team

Question 37

You can use KPIs which can help you monitor team performance, to make sure your team is progressing towards achieving goals. What does ‘KPI’ stand for?

Question 38

KPIs should conform to the SMART principle. What does S.M.A.R.T. stand for?

Question 39

How often should you provide coaching or mentoring to your team?

Question 40

List 2 aspects which can affect how much coaching or mentoring a person may need.

Question 41

When it comes to motivation – what is more important to most people than money?

Question 42

Why is recognising and rewarding good performance important?

Question 43

List 3 methods to reward good performance of team members:

Question 44

What are motivational theories?

List 3 examples of motivational theories

Assessment 2

Your Tasks:

Part A – Setting managing and communicating Key Performance Indicators

For this assessment you are required to consider a scenario from your industry and then set key performance indicators (KPIs) based on this scenario. You will need to consider the business reasons for the KPIs, look at what the current KPIs are and set target KPIs to be achieved.

You will then need to:

Set and measure KPIs.
Use new or innovative approaches to meet the KPIs.
Define constraints to meeting KPIs.
Know what to do if KPIs are not met.
Use appropriate methods of communication.

If more space is required for any answer you can attach a separate page containing name, assessment date, unit title unit code and the assessment task number and attach this page with the current assessment task before submission.

Please choose ONE of the following scenarios which most closely resembles your industry.

1^st edition version: 1/2020

King’s Institute of Management and Technology Pty Ltd

ABN 54130306295

Address 74 ANNERLEY RD, WOOLLOONGABBA, QLD Australia 4102

Telephone – 07 3392 2920 Email: admin @kimt.edu.au

RTO Provider Code – 31766 CRICOS Provider Code – 03105M

Hospitality Scenario:

You are the supervisor of the Food and Beverage Service Team and have just returned from your monthly management meeting.

Mr. McElm, the new GM has reviewed the Sales and Customer service history from the past 12 months and accordingly developed and set new targets to improve the organisation’s customer service provisions and sales targets.

The following aspects will need to be addressed in the F&B section:

Current	Targeted
EXAMPLE ONLY: The average per head spend currently sits at $23.00.	EXAMPLE ONLY: Increase average spend to $26.50
The feedback received per 5000 customers shows 250 (5%) customers were dissatisfied with product and service provisions	Improve product and service provisions proactively with a target of 98% within 9 months.
There have been 37 errors or discrepancies with customer accounts/wrong orders during the past 12 months which resulted in $3,950.00 of losses	Maximum discrepancies must not exceed $100.00 per month – F&B manager must be informed immediately
There have been 16 complaints related to cleanliness of glassware/crockery during the past 5 months	No complaints related to cleanliness of glassware/crockery are acceptable – procedures must be implemented to ensure this.

Tourism Scenario:

As the team leader at Bulga Bulga adventure tours you are responsible for overseeing the promotion, booking and tour guide teams of guided bus tours in outback Australia.

The managing director has set business targets he would like to see achieved over the next 12 months. They are:

Current	Targeted
On average, only 50 of our 320 customers per month are repeat customers.	Increase number of repeat customers to 70 per month.
In customer feedback surveys only 45% of people say they are happy with the catering on the tours.	Increase percentage of positive customer surveys to 75%
Commissions from bookings through our partner agencies made up $15,000 on average per month.	Increase partner agency commissions to $20,000 per month.

Events Scenario:

You are the Team Leader of the Events Management team and have received an email from your Managing Director. Part of the email reads:

------

Good Morning,

I need to draw your attention to some problems that have recently come to my attention.

On the eventmanagement.com website, our company has received 14 poor reviews out of 22. This means only 37% of people are giving positive reviews. In my opinion anything less than 80% of positive reviews is unacceptable. The 2 most common reasons given for the poor reviews are the poor quality of catering, and that events did not run on time.

We know from our own customer feedback that our customers are generally very happy with our service, so I believe getting more of our happy customers to post would be a great advantage and boost our ranking on the site. As we have almost 50 customers per month I would like to see at least half of these encouraged to post positive reviews online.

Also, our repeat customer figures show that only 5 of our 50 customers last month were from repeat business. I would like to see this increase from 10% to the industry average of 20%.

As team leader, I am relying on you to make the team aware of the problems, set targets for improvement, and see that they are achieved over the next 6 months.

Regards,

Ed Ventura, MD.

From this email the goals are:

Current	Targeted
37% of people are giving positive reviews on eventmanagement.com	Increase percentage of positive reviews to 80%
Unknown	Get 25 new reviews posted per month on eventmanagement.com
10% of customers come from repeat business.	Increase percentage of repeat customers to 20%.

1.Set and measure KPIs

NOTE: Please choose ONE of the previous scenarios which most closely resembles your industry to set the following KPIs.

Based on the chosen scenario, create 3 KPIs to help you monitor and manage the department.

Model Hospitality KPIs KPI 1:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

KPI 2:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

KPI 3:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

Model Tourism KPIs KPI 1:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

KPI 2:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

KPI 3:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

Model Events KPIs KPI 1:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

KPI 2:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

KPI 3:

KPI Name:
KPI Description:
Current:
KPI Target:
How you will measure this KPI? Over what time frame?

2.New or innovative approaches to meet the KPIs

For each KPI, outline the steps that you think need to be taken to achieve the KPI. You might need to employ innovative approaches (procedures, processes, systems, technology, etc) to make sure that you and your team achieve each KPI.

KPI Target	Steps involved to achieve this KPI.
Increase total sales per head from $23 to $26.50 per head.	Selling drinks is key to increasing sales per customer. Wait staff need be proactive; Knowledge of specials and menus. Employing suggestive selling methods.
KPI Target 1
KPI Target 2
KPI Target 3

Constraints to meeting KPIs.

What could prevent you (organisational constraints) from implementing these new techniques? What needs to be considered?

What to do if KPIs are not met.

What will you do if you identify that staff members struggle or do not achieve the set targets? Think about the technique you would use to find where the problem lies, who you would communicate with and the steps involved in finding a solution.

Methods of communication.

What methods of communication will you use to communicate the KPIs to your team?

Part B – Performance Review

Performance reviews are used by managers and supervisors to give and receive feedback from staff.

In this part of the assessment you will create a set of evaluation criteria to monitor and evaluate your staff. You will need to:

Set Job Responsibilities and Tasks
Relate job responsibilities to specific performance indicators
Employee Feedback
Professional Development
Bonus and Reward Systems
Provide employees with feedback
Delegating tasks

a.Set Job Responsibilities and Tasks

Choose one Job Role within your department and document the responsibilities for that job role. Use the following example as a guide:

EXAMPLE: Roles and responsibilities

JOB TITLE

Responsibilities

Head waiter

• Provide table service to tables.

• Abide by responsible service of alcohol laws.

• Comply with all workplace health and safety guidelines.

• Train junior staff on customer service and upselling techniques.

• Act as a positive role model by offering excellent customer service.

• Supervise junior staff during table service.

• Monitor billing and payments of orders during service.

• Delegate job tasks to other waiting staff.

JOB TITLE:	Responsibilities

b. Relate job responsibilities to specific performance indicators

Using the job responsibilities you listed in part A, create specific performance indicators.

You will need to:

State what the indicator is
Document how the indicator will be measured Example:

Performance Indicator:	How this will be measured:
Delegate job tasks to other waiting staff.	All waiting staff to know their own role and tasks for each shift.

Performance Indicator:	How this will be measured:

Performance Indicator:	How this will be measured:

Performance Indicator:	How this will be measured:

Employee Feedback

List 3 methods you can employ to encourage employees to give you open and honest feedback, and give an example of each:

EXAMPLE:

Method:

Example:

Staff meetings

During each staff meeting devote time to asking for ideas or contributions from staff.

Acknowledge staff who have given feedback.

Method 1-3:

Example:

Professional Development

Training and development should help solve problems or skill shortages in the department and improve both the staff member and the business.

List 3 techniques which you can use to identify problems or skills shortages in your department, which will help you determine training needs.

EXAMPLE:

TECHNIQUE TO IDENTIFY PROBLEMS OR SKILLS SHORTAGES:

Using customer feedback surveys. Customers making complaints might point you to a problem with products or service, which may highlight gaps in an individual’s knowledge or skills.

Bonus and Reward Systems

What is the purpose of a reward system?

List 3 different ways you can reward your employees. For each reward type list any positive or negative aspects associated with the type of reward.

Reward

Positive

Negative

f.Provide employees with feedback

You should provide feedback to your staff on a regular basis. The method you use to provide feedback might depend on the time the employee has worked for you, and the context of the feedback you need to provide.

For each of the following, give an example of a method of feedback (continuous, public, private) you could use to provide feedback to the employee.

EXAMPLE:

Work Scenario

Feedback Method

Training a new employee.

Continuous positive feedback is needed as each task is learned and completed.

New employees can feel anxious if they are not clearly shown what to do, and given praise as they learn the ropes.

Work Scenario 1	Feedback Method
Indicating the progress of the team in relation to meeting KPIs.

Work Scenario 2	Feedback Method
The worker needs to be spoken to after a period of poor performance.

Work Scenario 3	Feedback Method
Yearly review process.

g.Delegating tasks

List 3 tasks you must delegate as a manager/supervisor in your department. For each task, define the benefits to delegating this task:

EXAMPLE:

Task

Benefits of delegation

Supervision of waiting stuff during table service

Saves my time during service.

Increases morale of head waiter.

Creates professional growth for head waiter.

Task 1	Benefits of delegation

Task 2	Benefits of delegation

Task 3	Benefits of delegation

Assessment 3

Service Instances – Details

You will be observed monitoring individual or team performance demonstrating at least 4 of the following leadership and management roles: (Select 4)

decision making delegation of tasks information provision provision of feedback motivation through recognition and rewards planning and organising

The selected roles may be observed individually on several occasions or during e.g. preparation and service for a function, organising or holding an event or similar where a complete operational cycle can be observed.

Instance	Date	Duration from ... to...	Leadership role observed
Instance 1:
Instance 2:
Instance 3:
Instance 4:

Part A Planning monitoring

Once you have selected the activities with your trainer, you will need to develop a plan for the situation(s) where you undertake monitoring including:

An overview of the activities typically undertaken by the team in the workplace or simulated training environment

A description of the team

The job roles and duties undertaken by each team member

How the tasks to be completed during the instance(s) will be planned, organised and allocated, and communicated to each team member or the team as a group

Provisions for decision making and delegation of tasks

The documentation you will use to assist you to inform staff (e.g. booking information, menus, schedules etc.)

The provisions for monitoring

The provisions for de-briefing staff at the end of the service instance(s)

Part A – Planning monitoring		S	NYS

Provides an overview of the activities undertaken in the workplace/ department
Provides an overview of the team characteristics
The individual job roles for each team member are provided
The tasks typically performed in each job role are provided
A description of how tasks are planned for the monitoring instance is provided
A description of how task requirements are organised for the monitoring instance is provided
A description of how tasks are allocated and communicated to staff for the monitoring instance is provided
The planned task allocation is suitable to the individual job roles and task typically performed
The provisions for decision making processes are explained
The provisions for and principles of delegation processes are outlined
The documentation which will be used for briefing, information of staff to plan and undertake the service instance is explained
The key steps for monitoring are outlined relevant for the type of tasks performed by the team and the monitoring instance.
The de-brief provisions and details are outlined
Assessment Outcome	o Satisfactory o Not Satisfactory o Not Assessed
Assessor Signature: Date: / /201

Part B Observation

You will demonstrate your ability to carry out each of the 4 activities planned for in Part A. Using your knowledge of leadership and management techniques, you will need to:

Plan and organise the activity (e.g. a meeting to provide workplace information)
Use appropriate decision making techniques
Delegate suitable tasks using the correct techniques
Collect and provide relevant feedback from and to staff
Use suitable motivation techniques

Criteria	1.Instance		2.Instance		3.Instance		4.Instance
	S	NYS	S	NYS	S	NYS	S	NYS
Planning and Organising
Establishes rapport with the team
Communicates the requirements for the service instance
The individual roles and tasks are explained
The individual and team roles are allocated
Acts pro-actively during service periods and attends to problems as these arise
The operation remains effective during the instance observed
Disruption to service or production is minimal
The instance is managed without impacts on customer service or schedules
Interacts with team members in a positive manner
Encourage and promotes open communication
Conducts in a professional manner reflective of a supervisor in a leading role

Decision Making
Involves the team in decision making processes relevant to tasks and procedures:
Decisions are made collectively and agreed on
Valid concerns are considered and evaluated

Delegation of Tasks
Tasks for delegation are discussed:
The individual capacity is considered for delegation of tasks
The potential barriers which may affect delegation or associated tasks are identified
Tasks are explained clearly
Delegation is implemented and followed up
Shortfalls or problems are identified
The reasons for performance issues are identified: ____
Pro-active steps are taken to ensure the outcomes are achieved: ____
Mentoring and coaching is used to help staff to achieve tasks where possible
Provisions of Feedback
Provides feedback and encouragement to staff where difficult or new tasks are undertaken

Provides fee back on individual performance
Provides feedback on team performance
Feedback to staff is provided in a constructive manner
Student seeks feedback from individuals in the workplace
Student seeks feedback from the team
The feedback received is used to suggest changes for the operation
Where feasible, suggested changes from feedback are implemented into processes
Suggestions and improvements from the team are acknowledged as “coming from the team”
Motivation through Recognition and Rewards
Motivates team members to achieve tasks through supportive actions and constructive feedback
Recognises and uses praise for achievement of individuals and the team overall
Uses rewards where applicable within realistic means and constraints

Part C Post monitoring/observation. Evaluating the monitoring processes

Provide an overview of the efficiency and/or deficiency of the workplace practices:
1. What worked well?
2. What did not work well and why?

How effective was the communication:
1. Between you and individual team members
2. Between you and team
3. Amongst the team

How effective was the allocation and delegation of tasks to individuals and the team overall? What were the shortfalls or weaknesses you have identified, and which actions will you take to overcome these?

What feedback have you provided? To whom?

What feedback have you received from individuals, and the team overall?

How have you used feedback received and in which instances? How will you use feedback received for future services as part of continuous improvement?

Part C – Post monitoring/observation.	S	NYS

The efficiencies in the workplace during monitoring have been identified and discussed
The efficiencies in the workplace during monitoring have been identified and discussed
The effectiveness of communication between has been identified and evaluated: 1. Student and individual team members 2. Student and team 3. Amongst the team
The effectiveness of allocation of tasks has been evaluated
Suggested provisions to overcome identified shortfalls are realistic and can be applied
The effectiveness of delegation has been evaluated
Suggested provisions to overcome identified shortfalls from delegation are realistic and can be applied
Provides an overview of feedback provided to individuals during the monitoring instances
Provides an overview of feedback received from individuals during the monitoring instances
Provides an overview how feedback received was applied and used in service instances where applicable
Provides suggestions for use of received feedback for future service instances
The suggestions for use/ application of feedback for future instances are realistic and provide for improvement