Case Study Boutique Build Australia
Case Study Boutique Build Australia
Boutique Build Australia Pty Ltd is a boutique building company based in Sydney that specialises in the design and build of high-quality designer homes for the Sydney metropolitan and surrounding areas. The company has been operational for four years.
The company employs the following staff:
Managing Director, Operations Manager, Marketing and Sales Manager, Sales Consultants (4), Office Manager, Human Resources Manager, Human Resources Support Officer, Learning and Development Coordinator, Construction Manager, Site Manager (2), Production Draftsperson (2), 6 Carpenters and a range of contract staff, including plumbers, electricians, tilers, painters and plasterers.
The workforce is predominantly male with the only four females employed (the Office Manager and the three Human Resources positions).
The companys vision as stated in its Strategic Plan is to be the best boutique home builder in Australia. Its values are listed as quality, innovation, leadership, respect and honesty and reliability.
Information relevant to completing Section 1 and 2 of the Project Portfolio
The Human Resources Manager is responsible for a small team of staff including the Human Resources Support Officer and the Learning and Development Coordinator.
The Learning and Development Coordinator is a new appointment in place for the last two months.
The Human Resource Support Officer has recently returned to the workforce after staying at home to raise her four young children for the past nine years. She has Iranian heritage and follows the Islam religion.
The Human Resources Manager is responsible for:
Taking a key, and at times, leadership role in the development and implementation of generalist HR strategies, policies and projects.
Identifying, designing and implementing general HR strategies and solutions to achieve agreed outcomes relating to: organisational design, organisational change, performance management, workforce and strategic planning and other generalist HR activities inclusive of effective negotiation and consultation with staff.
Taking ownership of the HR results and outcomes.
Providing high level, timely and professional advice to senior managers and staff, in interpreting and implementing human resource policy including: change management; HR planning; industrial relations; retention, performance management; workplace health; and organisation development and change.
Delivering a high level of proactive and reactive support, management and advice to managers and staff in employee relations, encompassing, equal employment opportunity/diversity case management.
Leading developing and motivating a small team.
Contributing as a HR team member to develop and/or enhance policies, procedures and systems to support HR best practice.
Representing and providing high level advice and support on internal and external forums and committees.
Developing effective, collaborative relationships and networking with all internal clients and external stakeholders.
Assisting the team to produce best practice learning aids and presentations
Producing a quarterly review of people statistics and analysis for distribution to internal stakeholders.
Time: January 2021
After reviewing the Operational Plan, the HR Manager identified the following actions required by his team and team members to implement the tasks/priorities in the operational plan:
Task/Priority Actions required Person responsible Timeframe Start
Employ and induct at least3 permanent site staff Advertise position Human resource officer 2 weeks 1 February
Recruitment process Human resource officer 1 month 15 February
Choose best applicants HR Manager
Operations Manager 1 week 15 March
Induct applicants Learning and development officer 3 months 12 April
Develop and implement work-life balance programs Research best practise HR Manager 3 weeks 1 February
Brainstorm program ideas to suit organisation HR team 1 day 22 February
Develop and approve program HR Manager
Learning and development officer 5 weeks 22 February
Promote program Human resource officer 3 weeks 5 April
Personalise employee learning Survey staff on their learning preferences Learning and development officer 1 month 1 February
Update staff information to include learning profiles Human Resource officer 2 months 1 March
After the HR Manager delegated the work tasks to the team, the Human Resource Support Officer requested that she perform some of the work from home to make school drop-off and pick-ups simpler. The HR manager has agreed (via email) to allow for flexible work hours to limit the time the Human Resource Support Officer is at the office to school hours only. All other work may be completed at home.
To support the newly appointed Learning and Development Officer, the HR Manager has decided to place a printout of the team work tasks on the office notice board, and update the plan as the team progresses. This will also help the Human Resource Support Officer understand the teams work position as she is not always in the office.
Time: August 2021
Six months after the work plan was implemented, the HR manager sought further feedback from all employees about their HR experience, in particular how they are able to relate to and interact with the HR team. The survey results included:
Recruitment process rating (out of 5) Induction process rating (out of 5) Overall impression of the HR team (out of 5) Comments on work place relationships with individual team members
Employee 1 4 3 3 The HR team is great, I loved working with the HR Support officer.
Employee 2 5 4 4 Great recruitment process, induction was fun.
Employee 3 4 3 3 Happy with the overall HR team performance, especially the HR Support Officer. She went out of her way to get to know me personally. However, I sometimes struggle to understand what she is saying as she has an accent and speaks quite quickly.
The HR Manager also had an informal catch-up discussion with the HR Support Officer and Learning and Development coordinator to find out how they were getting along and whether any workplace relationship difficulties were evident.
The HR manager was surprised by the HR Support Officers feelings of discrimination as all the feedback about the HR Support officers performance had been very positive. The HR Support Officer complained that the Learning and Development Officer often made remarks about her clothing (burka) and would use negative facial features when referring to her working from home arrangements.
In response to the feedback from staff, and the informal meetings with the HR team members, the HR Manager sent an email thanking the staff members for their honesty. He affirmed the organisations commitment to ethical conduct and assured the staff that steps would be taken to prevent ethical misconduct in the future. He also referred the staff members to the organisations conflict management policy and procedures for steps they may take in future should they wish to take any complaints any further.
To address the ethical misconduct of the Learning and Development Officer towards the HR Support Officer, the HR Manager created a poster to visually display the staff code of conduct principles. He also decided to provide guidance and counselling to the Learning and Development Officer on appropriate cultural respect and body language awareness.
To address the communication difficulties experienced by staff due to the HR Support Officers accent and fast-talking habit, the HR manager decided to email the HR Support Officer and explain the feedback he had received. As part of the email, he would provide a few you-tube video links on effective communication. He would also follow up with a coaching session on communication.
Information relevant to completing Section 1 and 2 of the Project Portfolio
Time: December 2021
After a period of time, the HR Manager sent out another survey to all employees about their HR experience to monitor the issues previously raised. Feedback showed that in general, the HR Support Officers communication (pronunciation and speed) had improved.
The HR manager also requested a short meeting with the HR Support Officer to find out whether her relationship with the Learning and Development officer had improved. The HR Support Officer said that the Learning and Development Officer had stopped making remarks about the burka, but still raised eyebrows when she left the office for school pickup. The HR Manager used this meeting as an opportunity to provide feedback to the HR Support Officer about her improved communication skills. He also asked for her feedback on his management and leadership skills regarding workplace management. The HR Support Officer appreciated the support and open communication of the HR manager.
After meeting with the HR Support Officer, the HR Manager met with the Learning and Development Officer. He explained the feedback he had from the HR Support Officer about the Learning and development officers improved ethical conduct but emphasised that body language had not improved. The HR manager also asked for the Learning and Development officers feedback on his management and leadership skills regarding workplace management. The Learning and Development officer expressed his disappointment that he had never been asked for his side of the story that had led to the unethical conduct and continued raised eyebrows. He requested that in future, all stakeholders opinions, experiences and points of view be considered and documented before corrective action or support is planned.
Staff Code of Conduct
Purpose
This code aims to guide the conduct of staff in the performance of their duties as an employee ofBoutique BuildAustraliaandis intended to provide practical assistance for staff faced with ethical challenges.
Overview
All staff ofBoutique Build Australian areexpected to perform the duties associated with their positionskilfully, impartially and diligently in order to contribute to the efficient and economic achievement ofBoutique Build Australias strategic goals.
Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the matter should be discussed with a senior member of staff.
Code
Ethical principles
The fundamental ethical principles on which this code of conduct is based are:
respect for others
integrity
diligence
economy and efficiency.
Respect for others
All staff are expected to treat others, includingother staff and customers with fairness and respect. This involves:
courtesy and responsiveness in dealing with others
being sensitive to and respecting the rights and dignity of others
making reasonable, fair and consistent decisions
avoidingbehaviourwhich might reasonably be perceived as harassment, victimization or intimidation
avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic background, nationality, disability, political conviction, religious belief, or other grounds covered by relevant legislation
allowing alternative points of view to be expressed and reasonably debated.
Integrity
AllBoutique Build Australiastaff have an obligation as a citizen and as an employee to observe the laws of the State and Commonwealth.
Staff are required to be familiar with and comply with, all relevantBoutique Build Australias policies,procedures and codes of practices of theorganisation.
Conflicts of interest
Staff should be honest in performing theirrole andavoid conflicts between their private interests and those of their responsibilities toBoutique Build Australia.
Conflicts of interest may arise when a staff member is in a situation where personal circumstances are affected by the decisions or duties carried out in their role. A conflict may arise when any of the following are involved:
financial interests
personal or sexual relationships
personal beliefs
outside employment
political participation
use of confidential information
use of facilities, equipment and resources
acceptance of gifts or benefits.
All staff must act responsibly and report any actual or perceived conflicts of interest that arise as part of their role. If there is any question as to whether a conflict exists, staff must discuss the circumstances to management to determine whether a conflict exists.Appropriate strategies will be developed to manage any reported or perceived conflicts of interest.
Diligence
Staff are expected to carry out their duties in a professional, ethical and diligent manner at all times. This means staff must:
make decisions fairly, impartially and without bias, using the best information available
keep records and documentation to support their decisions
always aim to achieve the highest possible standard of performance
continuously develop their knowledge in their professional fields and areas of responsibility.Trainers and assessors must continue developing their vocational competencies to support continuous improvements in the delivery of the services provided byBoutique Build Australia
exercise best judgment in the interests ofBoutique Build Australia
maintain adequate documentation to support decisions made
ensure outside interests do not interfere with ability to meet the responsibilities of their role
adhere to professional codes of conduct and standards of ethics
act responsibly when becoming aware of any unethicalbehaviouror wrong doing by any other person. This may involve a report to a senior member of staff.
Economy and efficiency
Staff should useBoutique Build Australiaresources, facilities and intellectual property only for legitimate purposes related to their role withBoutique Build Australia.
Staff should avoid waste or minimize it where avoidance is not possible.
Staff should maintain sufficient security and protection ofBoutique Build Australiaproperty, facilities, resources and intellectual property.
Breach of the code
This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff member is found to have breached this Code,Boutique Build Australiamay decide to take action against them. This may include disciplinary action for misconduct or serious misconduct. Any suchaction may result in sanctions imposed, including and up to, termination of employment.
Legislation
This code of conduct is informed by the following legislation with which all staff must comply.
Privacy Act 1988
Copyright Act 1968
Freedom of Information Act 1982
Work Health and Safety Act 2011
Disability Discrimination Act Education Standards 2005
Work plan template
TEAM WORK PLAN: [Team name]
Task/Priority Performance indicator Actions required Person responsible Planned start Planned end Done?
INDIVIDUAL WORK PLAN: [Individuals name]
Start End Actions required Done?
Internal Communication Policy and Procedures
Boutique Build Australia aims to enhance and streamline communications (internal and external) to reinforce the vision and strategic priorities. As such, we will continue to develop and trial new communication platforms, channels, and tools to improve information sharing and collaboration between all staff members.
This policy is to be implemented in a way that ensures compliance with relevant legislative requirements and standards of best practice.
Boutique Build Australia expects that staff will use the channels and for business purposes only and comply with all relevant policies and procedures, the Code of Conduct.
Communication channels
Boutique Build Australia has a number of internal communication channels available, including:
Channel Purpose
Project, work or action plans All plans should be updated to show completion of each action/process or task.
Feedback Regular informal feedback should be given either via a conversation (in person or telephone) or via through review-comments on documents.
Staff bulletin This contains Information from the executive to staff which is important and relevant to their interests, including training, employment vacancies and important announcements.
Contributions for the Staff Bulletin must be approved in advance by the contributors relevant manager before being sent to the communications officer for review and inclusion.
Staff surveys These are used to gather information and feedback from all staff members. Surveys should be sent to staff via email link.
Boutique Build Australia intranet The intranet provides important information for staff in an easily accessible location.
The intranet is to be used for conveying information which is important and relevant from the executive team to staff. It is the responsibility of the person contributing the content to ensure the content is factually correct. All contributions must be approved in advance by the contributors relevant manager.
Enterprise social networks (e.g. Yammer, Facebook) These may be used by groups of staff to collaborate and communicate on projects online (e.g. to share and comment on work-related ideas, news and activities). Personal use of these platforms may not be used during work hours. Use of these networks must comply with the Social Media Policy.
Meetings and conversations The first option should always be a conversation (face-to-ace, telephone etc.). If the conversation includes importance, consequences, deadlines, negotiation, outcomes etc, they must be followed by a summary email or document.
Staff meetings are usually once a month. Team meetings may be once a week. Project meetings are according to the needs of the project. An agenda needs to be sent out prior to all meetings using the standard template. The agenda needs to go out at least 2 days prior to the meeting. All meetings shouldhaveminutesandbeprovided to participants within 2 days of the meeting
All Staff emails Emails are used for messages to and between staff. Staff are required to read all their work-related emails.
Email distribution lists Email distribution lists may only be used by the executive team and should adhere to the Privacy policy.
Electronic calendars The use of email and electronic calendars is essential for effective communication amongst staff. These tools are a simple and effective way to share information about projects, meetings, internal business/operations, etc. These tools also provide a record and may be considered formal documentation.
Notice boards and suggestion boxes Workplaces can have a noticeboard where messages are posted up for everyone. The notice board needs to be in a prominent place. All notices posted must be approved by the appropriate manager and will be posted for up to one month, unless it is an ongoing message.
Suggestion box: this is usually placed in the staff meeting room. Staff may add a suggestion at any time, which will be reviewed by the HR Manager and recorded in a Feedback register. The register will also indicate how the suggestion will be actioned.
Diversity Policy and Procedures
Diversity vision
Diversity management benefits individuals, teams, our company as a whole, and our customers. We recognise that each employee brings their own unique capabilities, experiences and characteristics to their work. We value such diversity at all levels of the company.
Boutique Build Australia believes in treating all people with respect and dignity. We strive to create and foster a supportive and understanding environment in which all individuals realise their maximum potential within the company, regardless of their differences.
We recognise the importance of reflecting the diversity of our customers and markets in our workforce. Boutique Build Australias diversity encompasses differences in ethnicity, gender, language, age, sexual orientation, religion, socio-economic status, physical and mental ability, thinking styles, experience, and education.
Managing diversity makes us more creative, flexible, productive and competitive.
Recruitment
Boutique Build Australia recruits employees from many different cultural, linguistic and national backgrounds. This provides us with valuable knowledge for understanding our customers.
Career development and promotion
Boutique Build Australia rewards excellence and all employees are promoted on the basis of their performance. All managers are trained in managing diversity to ensure that employees are treated fairly and evaluated objectively.
Community programmes
We recognise that racism, ageism, sexism and other forms of discrimination are problems both for our organisation and society as a whole. Boutique Build Australia is committed to tackling cultural stereotypes both within and outside our organisation.
We have clear reporting procedures for any type of discrimination or harassment combined with follow-up procedures to prevent future incidents.
Diversity bodies
Our commitment to diversity is led by our diversity champions who come from all levels of the company, from top management to the shop floor. The diversity champions make up a diversity committee, which is responsible for ensuring that our diversity policy is articulated in the day to day running and the strategic direction of the company.
Diversity practices
All employees undergo diversity training. Diversity training encompasses raising awareness about issues surrounding diversity and developing diversity management skills.
Boutique Build Australia provides a safe and pleasant environment for our employees. We offer:
flexible working time arrangements
employee education assistance
employee network and support groups
open communications
childcare assistance
mentor programmes.
Conflict management and escalation Policy and Procedures
Purpose
Problems, misunderstandings and frustrations may arise in the workplace. Boutique Build Australia aims to be responsive to its employees and their concerns.
The purpose of this policy is to provide a quick, effective and consistently applied method for a nonsupervisory employee to present his or her concerns to management and have those concerns internally resolved.
An employee who is confronted with a problem may use the procedure described below to resolve or clarify his or her concerns and will not be subject to retaliation for filing a complaint under this policy.
Responsibilities
Managers must ensure that:
they identify, prevent and address potential problems before they become formal grievances
they are aware of, and are committed to, the principles of communicating and information sharing with their employees and volunteers
all decisions relating to employment practices are made with consideration given to the ramifications for the individual, as well as the organisation in general
any grievance is handled in the most appropriate manner at the earliest opportunity
all employees and volunteers are treated fairly and without fear of intimidation
Employees must ensure that they attempt to resolve any issues through their immediate supervisor and through internal processes at the earliest opportunity.
Before escalating the process, employees and managers should provide guidance, counselling, mentoring, coaching etc. to limit additional conflict or future problems.
All parties are to maintain complete confidentiality at all times.
Procedures
Step 1: Discussion with supervisor
Initially, employees should bring their concerns or complaints to their immediate supervisor. The two parties should discuss the matter openly and work together to achieve a desired outcome. Employee may bring along a representative to this meeting.
The Manager must ensure that the manner in which the meeting is conducted will be conducive to maintaining positive working relationships, and will provide a fair, objective and independent analysis of the situation.
The immediate supervisor should respond in writing to the complaint within five days of the meeting held with the complainant employee.
Step 2: Written complaint and decision
If the discussion with the immediate supervisor does not resolve the problem (or if the supervisor does not respond to the complaint), the employee may submit a written complaint to the employees senior (e.g. General manager, CEO).
Take accurate and detailed notes of all conversations (including dates, people involved) and attach any supporting documentation.
Employees may request assistance with writing their complaints from the human resource (HR) department.
The employees senior should forward a copy of the complaint to the HR department.
The submission of the written complaint is due within five working days of the response from the supervisor and should include:
the problem and the date when the incident occurred.
the date when the employee met with the immediate supervisor
a copy of the immediate supervisors written response or a summary of his or her verbal response (If the supervisor provided no response, the complaint should state this.)
suggestions on ways to resolve the problem.
Upon receipt of the formal complaint, the senior manager must schedule a meeting with the employee within five working days to discuss the complaint.
Within approximately five working days after the discussion, the senior should issue a decision both in writing and orally to the employee filing the complaint.
Step 3: Appeal of decision
If the employee is dissatisfied with the decision of the senior, the employee may, within five working days, appeal this decision in writing to the HR department.
The HR department may call a meeting with the parties directly involved to facilitate a resolution
Step 4: Further action
If it cannot be resolved at senior management level, it may need to be referred to an independent body such as the Fair Work Commission.
Additional Guidance
Boutique Build Australia reserves the right to impose appropriate disciplinary action for any conduct it considers to be disruptive or inappropriate. The circumstances of each situation may differ, and the level of disciplinary action may also vary, depending on factors such as the nature of the offense, whether it is repeated, the employees work record and the impact of the conduct on the organisation.
Asessement 2
Students Project Portfolio
BSBLDR523 Lead and manage effective workplace relationships
Southern Cross School of Business
CRICOS Provider Code: 03523D | RTO ID: 41253 | ABN: 95155625924
Level 2, 1-3 Fitzwilliam Street PARRAMATTA NSW 2150 | Ph: + 61 (2) 9633 3287
Level 3, 531 George Street, SYDNEY NSW 2000 | Ph: +61 (2) 8937 0506
BSBLDR523 Lead and manage effective workplace relationships_V1.0_20/08/2021
Contents
TOC o "1-3" h z t "RTO Works Heading 1,1" Section 1: Establish effective workplace relationship processes PAGEREF _Toc65745897 h 5Section 2: Manage effective workplace relationships PAGEREF _Toc65745898 h 8Section 3: Monitor and review management of workplace relationships PAGEREF _Toc65745899 h 13
Student name: Assessor: Date: Business this assessment is based on: Team/work unit within the organisation:
Section 1: Establish effective workplace relationship processes
Describe the organisation you are basing this assessment on.
Provide an overview of the organisation and product/services/programs.
What are the values and goals of the organisation?
Describe your job role.
Explain how your job role takes responsibility for formulating, organising and implementing plans, processes and strategies.
Explain how your job role applies the values and goals of your organisation.
Note: Your job role should be a leadership or management position that plays a prominent role in establishing and managing processes and procedures to support workplace relationships. As part of your role, you should use complex and diverse methods and procedures, a range of problem solving and decision-making strategies and exercise a considerable amount of judgement.
If you are using the case study, assume the role of HR Manager.
Summarise the legislative requirements relevant to managing and leading workplace relationships.
Summarise any legislation relevant to workplace relationships in your organisation.
Summarise any regulations relevant to workplace relationships in your organisation.
Summarise any codes relevant to workplace relationships in your organisation.
Summarise any standards relevant to workplace relationships in your organisation.
Identify organisational requirements relevant to managing and leading workplace relationships.
As a minimum, your organisation must have policies and procedures that address diversity, ethical conduct, conflict management and workplace collaboration.
Summarise policies and procedures that address diversity.
Summarise the policies and procedures that address ethical conduct.
Summarise the policies and procedures that address conflict management.
Identify and describe the required processes for workplace collaboration from relevant policies and procedures.
Summarise any other relevant workplace documentation and resources available for workplace relationships (e.g. communications policy and procedure, performance review policy and procedure).
Attach the policies and procedures to this section of your portfolio as proof.
Use the legislative and organisational requirements youve identified to develop processes that support workplace relationships.
Note: Each document must be written in clear and concise English, be professionally presented, grammatically correct and error free. Include appropriate vocabulary.
Include:
consultation processes for employees to contribute to issues that relate to their work role.
Note: Describe the type, frequency and process required for at least four mechanisms where staff can provide input into a range of workplace related matters.
Examples of mechanisms include:
face-to-face discussions (formal and informal)
social media groups
dedicated email address for workplace feedback
surveys
suggestion box.
Make sure you:
provide specific details (e.g. for a suggestion box, indicate the location of the box and how suggestions will be recorded and actioned).
support, engage and motivate staff through your processes.
conflict management processes.
Note: Describe the processes that should be followed by employees to manage conflict. In your processes, consider:
cultural and social sensitivities.
differences in interpersonal, communication styles and leadership styles.
communication mechanisms
processes for escalated issues (e.g. a hierarchy of responsibility to refer to relevant personnel).
Note: Describe processes that include:
responsibilities of managers in disputes
responsibilities of employees in disputes
the process by which a dispute will be escalated.
relevant legislative considerations.
Attach the processes to this section of your portfolio.
61859414351000 Attach: Proof of policies and procedures relevant to workplace relationships
Workplace relationship processes (consultation, conflict management, escalation)
Section 2: Manage effective workplace relationships
If you are basing this assessment on your own business, make sure you have enough information available to:
delegate and support the work of two staff members (at least one staff member should have a diverse background, such as culture, gender or disability).
address two separate conflict situations (at least one conflict should involve ethical conduct).
If you are basing this assessment on the case study, refer to the Simulation pack for additional information.
Identify the workplace relationships you will manage and lead by completing the table below.
Note: You may use the same staff members for different workplace interactions, if necessary.
Identify Staff members Additional information
staff members to whom you will delegate work tasks to (at least two): At least one staff member has a diverse background.
staff members who will participate in consultations regarding work relationship issues (at least two): staff members who will participate in conflict management relating to workplace relationships (at least two): Delegate and confirm responsibility for fulfilling work tasks to at least two staff members (identified in the previous question).
Complete the table to plan work delegation.
Unless already viewed in person by your assessor, attach proof of your two delegations and confirmations to this section of your portfolio (e.g. video recording of face-to-face meeting with follow up email, completed workplan and screen shot of folder system showing cloud-based location where it is stored etc.).
Note: You must delegate the work tasks and confirm the responsibilities to the two staff members on separate occasions. You may delegate the work tasks and confirm the responsibilities in any appropriate manner as long as it adheres to the organisations policies, procedures and protocols. For example:
meet face-to-face with the staff member to discuss allocated work and follow up with an email.
create a project schedule and share the link with relevant employees.
complete a work plan for the staff member and sharing the plan via the organisations cloud-based document sharing platform.
As you delegate tasks and confirm responsibilities, adapt your communication style to build trust and ensure positive working relationships (e.g. use a friendly and professional style etc.). You will be assessed on this.
Occasion 1 Occasion 2
To who will you delegate work to? What work/responsibilities will you delegate and confirm for each identified staff member? How will you delegate the work tasks and confirm the responsibilities (twice, on separate occasions)? How will you adapt your communication style to build trust and ensure positive working relationships? Support the two staff members to achieve their work responsibilities (delegated in the previous question).
Complete the table to plan your support.
Unless already viewed in person by your assessor, attach proof of your two separate support efforts to this section of your portfolio (e.g. video recording of informal discussion, checklist of duties, photo of project schedule on notice board etc.).
Note: You must support the two staff members on separate occasions. You may provide support as long as it adheres to the organisations policies, procedures and protocols. For example:
coaching/mentoring/training.
providing a checklist of tasks and responsibilities.
place a team project schedule on the office notice board.
having regular informal discussions on the employees progress or performance.
using a larger font for visually impaired employees.
Make sure you follow the relevant diversity organisations policies and procedures as you support diverse staff members. You will be assessed on this.
Occasion 1 Occasion 2
How will you support each team member? How does your support follow the policies and procedures related to diversity? What information should be conveyed as you support the team member? Seek employee input to identify work relationship issues.
Note: You must seek employee input on two separate occasions, following the collaboration and consultation processes established in Section 1.
At least one workplace issue should involve the ethical conduct of a staff member.
Complete the table to plan your consultation/collaboration.
Unless already viewed in person by your assessor, attach proof of your two separate collaboration/consultations to this section of your portfolio (e.g. video recording of informal discussion, photo of suggestion box and completed suggestion slips etc.).
Occasion 1 Occasion 2
How will you facilitate consultation and collaboration on two separate occasions (e.g. host a team brainstorming session, set up a suggestion box, meet with individual staff member for coffee and chat)? How does your facilitation follow the collaboration and consultation processes established in Section 1? Complete the table to summarise the outcomes of your collaboration/consultation:
Occasion 1 Occasion 2
What workplace relationship issues were identified (at least two)? How does the issue involve ethical conduct? (at least one issue should include ethical conduct)? Address the identified workplace relationship issues.
Complete the table to plan your conflict/dispute resolution to provide feedback on the consultation processes and address the relationship issues.
Unless already viewed in person by your assessor, attach proof of feedback on two separate occasions to this section of your portfolio (e.g. video recording of team meeting, email etc.).
Unless already viewed in person by your assessor, attach proof of your efforts to address the issues to this section of your portfolio (e.g. video recording of mediation, email to remind staff of ethical conduct requirements etc.).
Unless already viewed in person by your assessor, attach proof of how you provided guidance, counselling and support on two separate occasions.
Note: You must address the workplace relationship issues on two separate occasions, following the conflict management and escalation processes established in Section 1. This may, for example include:
mediation
email to remind staff of appropriate conduct
poster showing ethical responsibilities
escalation to higher management levels.
Occasion 1 Occasion 2
How will you provide feedback to the relevant staff members on the outcomes of the consultation (e.g. staff newsletter, email, as part of a team meeting etc.)? How will you address the workplace relationship issue? (e.g. act as a mediator between two individuals, provide training on appropriate language at work etc.)? How will you provide guidance, counselling and support to assist the staff members overcome their relationship difficulties?
(Make sure you demonstrate your ability to motivate and engage others) How does your conflict management follow the conflict management and escalation processes established in Section 1? 61859414351000 Attach: Proof of work task delegation and responsibility confirmation (x2)
Proof of staff support efforts (x2)
Proof of collaboration/consultations (x2)
Proof of feedback regarding consultation outcomes (x2)
Proof of conflict management efforts (x2)
Proof of guidance, counselling and support (x2)
Section 3: Monitor and review management of workplace relationshipsIf you are basing this assessment on your own business, make sure you have enough information available to monitor the outcomes of your efforts to address the workplace relationships.
If you are basing this assessment on the case study, refer to the Simulation pack for additional information.
Before you begin, read through Section 3. You may perform each step separately and submit separate proof for each step, or you may combine the steps into one event (e.g. a single meeting) and submit one single proof for all the steps in this section.
Monitor the outcomes of your efforts to resolve workplace relationship issues in Section 2.
Complete the table to plan and summarise the outcomes of your monitoring efforts.
Unless viewed in person by your assessor, attach proof of how you monitored the outcomes of the conflict management to this section of your portfolio.
Occasion 1 Occasion 2
How will you monitor the outcomes for each occasion (e.g. follow-up discussion, survey, observation etc.)? Summarise the outcomes of monitoring efforts.
Communicate the outcomes of the conflict management for both identified workplace relationship issues to the relevant staff members (e.g. email, informal discussion etc.).
Complete the table to plan your communication.
Unless viewed in person by your assessor or it forms part of a previous step, attach proof of your communication of outcomes to this section of your portfolio.
Occasion 1 Occasion 2
How will you communicate the outcomes? Seek feedback from relevant staff members (at least two) on how you have managed the workplace relationships.
Complete the table to plan and summarise feedback.
Unless viewed in person by your assessor or it forms part of a previous step, attach proof of how you sought feedback to this section of your portfolio.
Occasion 1 Occasion 2
How will you seek feedback? Evaluate the feedback:
What did you do well?
How can you improve your leadership style? Identify at least one area for improving future workplace relations leadership in your organisation. 61859414351000 Attach: Proof of how you monitored the outcomes of the conflict management (x2)
Proof of communication of outcomes (x2) if relevant
Proof of how you sought feedback (x2) if relevant
Assessment Instructions
BSBLDR523 Lead and manage effective workplace relationships
Southern Cross School of Business
CRICOS Provider Code: 03523D | RTO ID: 41253 | ABN: 95155625924
Level 2, 1-3 Fitzwilliam Street PARRAMATTA NSW 2150 | Ph: + 61 (2) 9633 3287
Level 3, 531 George Street, SYDNEY NSW 2000 | Ph: +61 (2) 8937 0506
BSBLDR523 Lead and manage effective workplace relationships_V1.0_20/08/2021
Contents
TOC h z t "RTO Works Heading 1,1" Introduction PAGEREF _Toc65744307 h 4Assessment Task 1: Knowledge questions PAGEREF _Toc65744308 h 5Assessment Task 1: Checklist PAGEREF _Toc65744309 h 8Assessment Task 2: Project PAGEREF _Toc65744310 h 9Assessment Task 2: Checklist PAGEREF _Toc65744311 h 14Final results record PAGEREF _Toc65744312 h 17
IntroductionThe assessment tasks for BSBLDR523 Lead and manage effective workplace relationships are outlined in the assessment plan below. These tasks have been designed to help you demonstrate the skills and knowledge that you have learnt during your course.
Please ensure that you read the instructions provided with these tasks carefully. You should also follow the advice provided in the Business Works Student User Guide. The Student User Guide provides important information for you relating to completing assessment successfully.
Assessment for this unit
BSBLDR523 Lead and manage effective workplace relationships describes the skills and knowledge required to lead and manage effective workplace relationships.
For you to be assessed as competent, you must successfully complete two assessment tasks:
Assessment Task 1: Knowledge questions You must answer all questions correctly.
Assessment Task 2: Project You must work through a range of activities and complete a project portfolio.
Assessment Schedule
Task Due Date
Assessment 1 Week 1
Assessment 2 Week 2
Review the unit Week 3
Assessment Task 1: Knowledge questions
Information for studentsKnowledge questions are designed to help you demonstrate the knowledge which you have acquired during the learning phase of this unit. Ensure that you:
review the advice to students regarding answering knowledge questions in the Business Works Student User Guide
comply with the due date for assessment which your assessor will provide
adhere with SCSBs submission guidelines
answer all questions completely and correctly
submit work, which is original and, where necessary, properly referenced
avoid sharing your answers with other students.
Submit:
Answer all the questions correctly.
Questions
Provide answers to all of the questions below:
Identify five ways in which workplace systems andpolicies and procedurescan assist in building effective relationships.
Workplace policies and procedures are often based on legislation and regulations.Discuss the purpose of each of the following Acts and for each Act explain why the Act is important for ensuring effective workplace relationships.
Age Discrimination Act 2004
Disability Discrimination Act 1992
Fair Work Act 2009
Racial Discrimination Act 1975
Sex Discrimination Act 1984.
Explain how effective problem-solvingand conflict resolutionstrategies outlined in policies and procedurescan support the identificationand resolution ofworkplace problems, thus maintaining effective workplace relationships.
Explain the purpose of a workplace Code of Conduct and how it can assist in ensuring aharmoniousworkplace and the way in which staff interact and communicate with each other.
Many workplacesencourage their staff to build networks both internally and externally to the organisation. This may be through online networks, such as LinkedIn, or by engaging with the community and other services or business that may be of benefit to the organisation. Furthermore, professional development processes encourage staff to meet new people by attending conferences, training sessions and other events.Discuss three reasons why networkingcanlead to a more productive and effective workplace environment.
Not everyone is the best at communicating or interacting with other people. A workplace will consist of people from different backgrounds and cultures, those with different life, education and work experiences, those with varyingabilitiesand needs. Some organisations have in place a variety of systems and supports for their staff. These may relate to staff wellbeing/ employee assistance programs, training in soft skills such as communication and interpersonal skills, diversity training, and so on. Explain how these types of processes can assist staff to work more effectively together.
Explain the value of consulting with employees ontopics such asworkplace issues, innovation, diversity, work health and safety, and professional development.
Explain the requirements under Modern Awards to consult with employees, including the circumstances in which consultation is required and the steps that mustbetaken by employers in consulting with employees.
List five different ways an employer may choose to consult with employees.
Describe a general process for conflict management.
List four ways an employer must manage the tasks and responsibilities of employees.
Discuss how a manager can address cultural and social sensitivities in their team to ensure inclusivity and be mindful of diversity.
Assessment Task 2: Project Information for studentsIn this task, you are required to demonstrate your skills and knowledge by working through a number of activities and completing and submitting a project portfolio.
You will need access to:
your learning resources and other information for reference
Project Portfolio template
Simulation Pack (if you need a case study).
Ensure that you:
review the advice to students regarding responding to written tasks in the Business Works Student User Guide
comply with the due date for assessment which your assessor will provide
adhere with your SCSBs submission guidelines
answer all questions completely and correctly
submit work, which is original and, where necessary, properly referenced
avoid sharing your answers with other students.
Deliver:
Section 2: Delegate and confirm responsibility for fulfilling work tasks to at least two staff members (Roleplay)
Section 2: Support the two staff members to achieve their work responsibilities
(Roleplay)
Section 2: Seek employee input to identify work relationship issues (Roleplay)
Section 2: Complete the table to plan your consultation/collaboration (Roleplay)
Section 2: Address the identified workplace relationship issues (Roleplay)
Section 3: Monitor the outcomes of your efforts to resolve workplace relationship issues in Section 2 (Roleplay)
Section 3: Communicate the outcomes of the conflict management for both identified workplace relationship issues to the relevant staff members (Roleplay)
Section 3: Seek feedback from relevant staff members (at least two) on how you have managed the workplace relationships. (Roleplay)
Submit:
Complete Project Portfolio
ActivitiesComplete the following activities:
Carefully read the following:
This project requires you to lead and manage effective workplace relationships on two separate occasions. As part of the assessment, you will:
establish effective workplace relationship processes
manage effective workplace relationships
monitor and review the management of workplace relationships.
Vocational education and training is all about gaining and developing practical skills that are industry relevant and that can help you to succeed in your chosen career. For this reason, we are giving you the choice to base this project on your own business, one you work in or a familiar with, or you can use the case study provided. This will mean that you are applying your knowledge and skills in a relevant, practical and meaningful way to your own situation!
It is important that you are able to access enough information for your chosen business in order to be able to do your assessment. If you are basing this assessment on the case study, refer to the Simulation pack for additional information.
If you are basing this assessment on your own business, make sure you have enough information available to:
delegate and support the work of two staff members (at least one staff member should have a diverse background, such as culture, gender or disability).
address two separate conflict situations (at least one conflict should involve ethical conduct).
monitor the outcomes of your conflict resolution efforts.
As a minimum your organisation must have policies and procedures that address diversity, ethical conduct, conflict management and workplace collaboration
You will need to communicate with people who work for, or are involved, in this business or work area several times. It may be either directly with actual staff members or fellow students/your assessor can play the roles of relevant people/parties. Communication can be in any appropriate format (e.g. face to face, video conference, email) as long as it meets the requirements outlined in the Project Portfolio.
You will be collecting evidence for this unit in a Project Portfolio. The steps you need to take are outlined below.
Preparation
Make sure you are familiar with the organisation you are basing this assessment on and have read through the necessary background information. For the case study business, this is all of the documents included in the Simulation Pack. If its your own business or a business where you are working or are familiar with, have your business or case study approved by your assessor.
Complete Page 4 of your Project Portfolio for this unit.
Read through the requirements of Section 1, 2 and 3 of your Project Portfolio.
Establish effective workplace relationship processes
You are now required to complete Section 1 of your Project Portfolio.
To complete Section 1, you need to:
describe your job role and explain:
how your job role takes responsibility for formulating, organising and implementing plans, processes and strategies.
how your job role applies the values and goals of your organisation.
summarise the legislative requirements relevant to managing and leading workplace relationships (legislation, regulations, codes and standards).
identify organisational requirements relevant to managing and leading workplace relationships (policies and procedures that address diversity, ethical conduct, conflict management and workplace collaboration)
develop processes that support workplace relationships (consultation, conflict management and escalation). Make sure you incorporate appropriate vocabulary, grammatical structure and conventions.
Manage effective workplace relationships
ii
If you are basing this assessment on your own business, make sure you have enough information available to:
delegate and support the work of two staff members (at least one staff member should have a diverse background, such as culture, gender or disability).
address two separate conflict situations (at least one conflict should involve ethical conduct).
If you are basing this assessment on the case study, refer to the Simulation pack for additional information.
You are now required to complete Section 2 of your Project Portfolio.
To complete Section 2, you need to on two separate occasions:
delegate and confirm responsibility for fulfilling work tasks to at least two staff members. As you delegate tasks and confirm responsibilities, adapt your communication style to build trust and ensure positive working relationships.
follow diversity policies and procedures to support two staff members to achieve their work responsibilities.
follow the collaboration and consultation processes to seek employee input to identify work relationship issues. At least one workplace issue should involve the ethical conduct of a staff member.
follow conflict management and escalation processes to address the identified workplace relationship issues by:
providing feedback on the consultation processes
addressing the workplace issue
providing counselling, guidance support to assist the staff members overcome their relationship difficulties (and demonstrating your ability to motivate and engage others)
Make sure you have answered all questions in Sections 1 and 2. Submit to your assessor for review.
You are also required to attach certain documents as part of your evidence review the documents you need to attach as outlined in Section 1 and 2 of the Project Portfolio and make sure you attach these upon submission.
Monitor and review management of workplace relationships
ii
If you are basing this assessment on your own business, make sure you have enough information available to monitor the outcomes of your efforts to address the workplace relationships.
If you are basing this assessment on the case study, refer to the Simulation pack for additional information.
You are now required to complete Section 3 of your Project Portfolio.
To complete Section 3, you need to on two separate occasions:
monitor the outcomes of your efforts to resolve workplace relationship issues.
communicate the outcomes of the conflict management for both identified workplace relationship issues to the relevant staff members
Seek and evaluate feedback from relevant staff members (at least two) on how you have managed the workplace relationships.
identify at least one area for improving future workplace relations leadership in your organisation.
Make sure you have answered all questions in Section 3.
You are also required to attach certain documents as part of your evidence review the documents you need to attach as outlined in Section 3 of the Project Portfolio and make sure you attach these upon submission.
Submit your completed Project Portfolio
Make sure you have completed all sections of your Project Portfolio, answered all questions, provided enough detail as indicated and proofread for spelling and grammar as necessary. Remember to submit all necessary attachments as indicated.
Students Appendix
Project portfolio Simulation pack
s
s
Assessment Task 1: Checklist
Students name:
Did the student provide a sufficient and clear answer that addresses the suggested answer for the following? Completed successfully?
Yes No
Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Question 7 Question 8 Question 9 Question 10 Question 11 Question 12 Task outcome: Satisfactory Not yet satisfactory
Assessor signature: Assessor name: Date: Assessment Task 2: Checklist
Students name:
Did the student: Completed successfully?
Yes No
Establish effective workplace relationship processes by:
explaining
how their job role takes responsibility for formulating, organising and implementing plans, processes and strategies
how their job role applies the values and goals of your organisation
summarising the legislative requirements relevant to managing and leading workplace relationships (legislation, regulations, codes and standards)
identifying organisational requirements relevant to managing and leading workplace relationships (policies and procedures that address diversity, ethical conduct, conflict management and workplace collaboration)
developing processes that support workplace relationships (consultation, conflict management and escalation)? Manage effective workplace relationships on two separate occasions by:
delegating and confirming responsibility for fulfilling work tasks to two staff members.
following diversity policies and procedures to support two staff members to achieve their work responsibilities.
following the collaboration and consultation processes to seek employee input to identify two work relationship issues (at least one workplace issue involves the ethical conduct of a staff member).
following conflict management and escalation processes to address the two identified workplace relationship issues by:
providing feedback on the consultation processes
addressing the workplace issues
providing counselling, guidance and support to assist two staff members overcome their relationship difficulties? Monitor and review management of workplace relationships by:
monitoring the outcomes of their efforts to resolve the workplace relationship issues.
communicate the outcomes of the conflict management for both identified workplace relationship issues to the relevant staff members.
seek and evaluate feedback from relevant staff members (at least two) on how they have managed the workplace relationships.
identify at least one area for improving future workplace relations leadership in your organisation. Task outcome: Satisfactory Not yet satisfactory
Assessor signature: Assessor name: Date:
