Communicate with Influence BSBCMM511

Assessment Manual

BSBCMM511

Communicate with influence

Objective of assessments

We are committed to your learning by providing a training and assessment framework that ensures the knowledge gained through training is translated into practice in your work in the workplace with consistent and competent work performance. The purpose of the assessment process is to assess your ability:

• to apply skills and knowledge using written and demonstration activities that apply to tasks and activities of a workplace.
• to translate your learning into your work performance in a workplace through demonstration.
• to apply skills and knowledge actively, correctly, and consistently for work in a workplace.

The assessment process

The assessment process is known as competency-based assessment. This means that evidence of your current skills and knowledge will be measured against national standards, not against the learning you have undertaken either recently or in the past. Some of the assessment will be concerned with how you apply your skills and knowledge in a workplace, and some in the training room as required by each unit. The assessment tasks have been designed to enable you to demonstrate skills and knowledge application and produce the critical evidence to successfully demonstrate competency at the required standard.

Your assessor will ensure that you are ready for assessment and will explain the assessment process. Your assessment tasks will outline the evidence to be collected and how it will be collected, for example, a written activity, case study, or demonstration and observation. The assessor will also have determined if you have any special needs to be considered during assessment. Changes can be made to the way assessment is undertaken to account for special needs and this is called making Reasonable Adjustment provided to you in the assessment guide separately.

Assessment guide

Your assessment guide that is provided to you will explain the following. Please refer to assessment guide for the following information before commencing your written work and demonstration:

1. Your responsibilities during the assessment.
2. Assessor responsibilities during the conduct of assessment.
3. Your rights to appeal if the assessment outcome appears as Not Yet Competent for one or more assessment tasks.
4. The process to apply if you already possess the knowledge and skills to be able to demonstrate competence in this unit.
5. The formats and structure of the written assessment work for submission.
6. The length, breath and the quantity of your written work, plagiarism collusion, cheating and how to use references for sources of information.
7. How to achieve a satisfactory outcome against the criteria for each type of assessment task.
8. Application of reasonable adjustments where necessary.
9. Requirements for demonstration, performance for practical assessment tasks and activities.
10. Your assessment performance with commitment, consistency, clarity, capacity, capability, correctness, and completeness.

Instructions

1. Each assessment task provides you with assessment information that includes answers to what, why, how, when, in what condition, what materials, resources and equipment to use and evidence requirements.
2. Read the applicable information and if unsure seek clarification from your assessor.
3. Before and during assessment demonstration and interacting with others, ensure you follow simulated workplace policies and procedures.
4. Ensure you follow hygiene procedures, social distancing rules and ethics before, during and after assessment tasks and activities.
5. Undertake your preparation activities and demonstration activities as specified and directed by your assessor.
6. In any situation during the assessment, if you find that you are unable to perform due to any condition (health or safety), stop your work and inform the assessor of the condition.
7. Ensure you are obligated with your rights as a candidate and respects the rights of your assessor during the assessment performance.
8. For interactive and role-play activities, organise role-play settings and individuals for role-play in collaboration with assessor and training mates.
9. Submit your written work when it becomes due and avoid the requirements of extensions.
10. Use provided self-assessment checklists by checking as you progress in assessment to ensure you do not miss anything that may lead to unsatisfactory outcomes.

Submission specifications

1. Fill your submission details in the front page and attach any additional documents and any other evidence as specified and required by your assessor.
2. Follow the institution submission requirements of assessment. I.e., electronic submission (LMS) or hard copy submission or as specified by your assessor for differing assessment situations.

ASSESSMENT GUIDELINES FOR WRITTEN TASK

ASSESSMENT TASK 1

Written Questioning

You are required to read the following assessment information, requirements, and instructions before commencing. This task is about written questioning for you to provide written answers as evidence of your knowledge application. Ensure you follow the terms and conditions applied in undertaking written tasks during the assessment as specified and facilitated by your assessor.

Your Task Write answers(Knowledge Application)

Assessor can decide whether to have this as written or oral questioning. If the assessor uses verbal questioning method, the assessor must write student responses using dot points as a minimum on the students key responses relevant to the question (Not recommended as it is a time-consuming method as one candidate will respond while other candidates are watching and waiting, but assessor is free to decide).

The following is a set of knowledge-based questions. Read the text section introduction in the learner workbook, refer to training undertaken and provide your answer solutions to the following questions using your own words to demonstrate your consistent knowledge application.

Note: If handwritten answers are allowed by the assessor considering reasonable adjustments or any special consideration, you need to use the enter key of the keyboard to expand the answer space. For example, 2 3 questions in a page to allow sufficient space, print a hard copy and write answers.

Questions:- Ensure you answer all the following questions using the length guidelines above quantity requirements applicable in following relevant questions.

1. Briefly describe the term communication.
2. Identify the seven elements of communication and briefly describe each element.
3. Explain the effective communication process.
4. Describe the categories of communication.
5. Briefly describe the industry, media and government organisations, events and communication channels that are relevant to the organisation.
6. Describe how cross-cultural communication is effectively used in our communication at a workplace.
7. Outline 10 techniques for negotiation.
8. Identify 8 techniques for mediation.
9. Identify five conflict resolution techniques.
10. Explain incident de-escalation techniques.
11. Briefly describe the structured and inclusive meeting procedures.
    12. Briefly describe the organisational policies and procedures relevant to:
12. presenting and negotiating
13. leading and participating in meetings and
14. making presentations

---End of Written Task Activities---

Assessment Task 2 Role-play

(Includes project written work)

Participate in meetings and negotiate to achieve agreed outcomes

You are required to read the following assessment information, requirements, and instructions before commencing. This task has simulated workplace reference. Ensure you access the simulated workplace resources (planning documents, policies, and procedures etc.), equipment, applicable legislation, regulation, standards, and code of conduct during the assessment as specified and facilitated by your assessor.

Role-play(Skills and Knowledge Application)

Instructions

Using the case study (2 scenarios) provided in the appendix, you are required to participate in and lead two meetings by playing the role of negotiator to achieve desired outcome according to the scenario as agreed by your assessor. This task has two parts such as:

1. Prepare for negotiation (i.e., written work to prepare and plan for negotiation).
2. Negotiate (i.e., role-play for negotiation).

Your Task

Address the following requirements in your role-play for two meetings for negotiation in two different role-plays as specified by your assessor:

1. Plan the negotiation (written project activities)

1. Identify the needs of the meeting and stakeholder availability.
2. Establish the purpose of negotiation and your position of negotiation.
3. Read the negotiation policy and procedure and confirm your authority to negotiate.
4. Identify information that requiresconfidentiality according to policy and manage appropriately.
5. Identify information needs for negotiation including information needs of the audience.
6. Identify at least two objectives of negotiation and develop supporting arguments according to objectives.
7. Identify the needs and requirements of relevant stakeholders.
8. Identify and write down the potential problems and issues during the negotiation.

1. Conduct the meeting (role-play)

Ensure you read the meeting policy and negotiation policy in the appendix.

9. Open the meeting and establish your communication objective and:
10. negotiate to achieve your objective by listening actively.
11. establish your arguments adapting communication to suit the audience.
12. positions yourself with supporting arguments according to objectives with supporting facts.
13. communicate with influence, seek consensus, and establish areas of common ground and potential compromise.
14. close the meeting by summarising the outcome of the meeting.
15. Confirm and document outcomes of negotiation.

10. Write an email to relevant stakeholders and summarise the outcome of the meeting.

Note: above procedure and steps will be applied for both meetings for both scenarios.

Note:The following checklist is for you to confirm your work completion as well as performance and demonstration of skills. Ensure you carefully check, and tick as completed and performed before submitting written evidence and while demonstrating skills during performing the task.

Assessor comments on decision made

Assessment Task 3 Presentation

(Includes project written work)

Make presentations

You are required to read the following assessment information, requirements, and instructions before commencing. This task has simulated workplace reference. Ensure you access the simulated workplace resources (planning documents, policies, and procedures etc.), equipment, applicable legislation, regulation, standards, and code of conduct during the assessment as specified and facilitated by your assessor.

Presentation(Skills and Knowledge Application)

Using the case study scenario of simulated workplace provided in the appendix, you are required to prepare and deliver presentations to two groups in two presentations as agreed by your assessor as follows:

Presentation topic : COVID Safe Plan

Audience : Customer Service Personnel & Suppliers and customers

Situation

You have been working for Simulated workplace of your choice for two years as a coordinator coordinating with departments to provide an efficient service to its customers. As COVID10 pandemic spiral in 2020, it has become a requirement by the Department of Health and Human Service (DHHS) for the organisations to have a COVID Safe Plan for the organisation to get back to normal operation with full human resource capacity in the year 2021.

Your Task

You are required to make presentations to two different groups as the scenario or any other scenario agreed by your assessor. Complete the following three areas of performance:

1. Prepare your presentation

1. Read the case scenario and the organisational policy for presentations in the appendix and prepare to make presentations.
2. Identify the audience and describe their involvement with Australian hardware.
3. Determine the tone, structure, style of communication required for the presentation that suitthe target audience.
4. Identify suitable platforms for different audiences for your presentations.
5. Make sure you prepare presentation to achieve the objectives of the presentation
6. Design the presentation to meet the needs of the audience.
7. Develop an evaluation form to evaluate your presentation quality.
8. Deliver your presentation
9. Deliver your presentation with reliable information.
10. Have a question session providing an opportunityfor the audienceto ask questions.
11. Answer questions clearly and concisely with the help of your colleagues using relevant conventions and protocols when communicating with team members (i.e., fellow trainees).
12. Follow up with stakeholders following the presentation(i.e., assessor and fellow trainees).
13. Evaluate your presentation
14. Distribute your evaluation form among the audience and ask them to rate your presentation (i.e., assessor and fellow trainees).
15. Using the evaluation form evaluate your presentation quality and ratings by audience
16. Identify areas for improvement.
17. Determine and list presentation improvement strategies for future presentations.

Note:The following checklist is for you to confirm your work completion as well as performance and demonstration of skills. Ensure you carefully check, and tick as completed and performed before submitting written evidence and while demonstrating skills during performing the task.

Appendix

Case Study (Simulated Workplace)

Scenario 1 Meeting 1

You have been working for Australian hardware (Simulated workplace) for two years as a coordinator at Wollongong Store coordinating with departments to provide an efficient service to its customers. The manager has recognised you as a fully committed hard working employee compared with other members of the team according to your achievement of KPIs. But, after last year (i.e., December 2020) performance appraisal there has been pay rises for all the individuals and you find you have been treated the same as others including team members who were not so committed to their job roles, and they underachieved KPIs. You are a bit unhappy about it and want to negotiate for a better pay rise as a recognition and appreciation of over-performance and achieving targets. You meet with your immediate manager, General manager, and HR manager to negotiate.

General manager is very bushy and not available during morning and early afternoon. The HR Manager needs early confirmation for a meeting at least two days before as he is involved in workforce planning for the year ahead. Your manager is available.

Scenario 2 - Meeting 2

Your Wollongong Store goes for a computer upgrade to facilitate the requirement of automation of services to increase efficiency. You have received three quotes from three suppliers as follows:

Allocated budget is $60,000.

In your evaluation, you find the Computer Genesis Pty Ltd does not have many positive reviews from the market and Tech Dynamics is a reliable supplier yet not having great reputation for quality service as compared with Hewlett Packard Australia.

You have consulted relevant stakeholders and experts to select the best solution. Outcome of consultation is the recommendation of HP product from Hewlett Packard Australia Pty Ltd. According to your store policy, you cannot go beyond the budget allocation. You are planning to negotiate with Hewlett Packard Australia for a price reduction without compromising product and quality of upgrade.

You know someone at Hewlett Packard Australia Pty Ltd Hewlett Packard Australia Pty Ltd who can influence the negotiation with some authority. But his availability is unsure as he is involved in international travelling most of the time.

You have the following policy and procedure for negotiation:

• Do not make assumptions. The key to a successful negotiation is being prepared, and that means a lot more than knowing numbers and facts.
• Do not rush. Negotiations take time, especially if you want them to go smoothly.
• Do not take anything personally.
• Do not accept a bad deal.
• Do not over negotiate.

Scenario Presentation (for Task 3)

You have been working for Simulated workplace of your choice for two years as a coordinator coordinating with departments to provide an efficient service to its customers. As COVID10 pandemic spirals in 2020, it has become a requirement by the Department of Health and Human Service (DHHS) for the organisations to have a COVID Safe Plan for the organisation to get back to normal operation with full human resource capacity in the year 2021.

Your workplace deals with a wide range of products that require human interaction and contact through demonstration. The COVID Safe Plan is developed and needs to be communicated and presented to stakeholders who have direct involvement with operation. You have been assigned the task of presenting the COVID Safe Plan requirements to two groups such as:

1. Customer Service Personnel
2. Suppliers and/ or customers (key stakeholders who interact day-to-day basis)

Your role is to prepare and deliver the presentation addressing the following:

• preparing and planning the presentations
• identifying suitable platform for presentations
• presenting reliable information
• designing the presentation to meet the needs of the audience
• answering questions clearly and concisely and
• evaluating the presentations to identify areas for improvement.

Policies and procedures

Negotiation Policy and Procedures

Purpose

This Negotiation and Execution of Contracts Policy clarifies the procedures, obligations, and liabilities applicable to the negotiation and execution of contracts in the name of (organisation). This policy is consistent with the policy entitled Purchasing and Contracting Regulations Except for the contracts for which authority is reserved by the Board or designated to the CEO by this Policy Manual, all contracts necessary for the daily operations of each.

Therefore, the following Negotiation and Execution of Contracts Policy defines the circumstances under which individual employees are authorized to negotiate and sign contracts on behalf of (organisation), as well as the process and procedure for reviewing and approving contracts prior to signature.

Policy Statement

Unless specifically excluded from this Policy, all contracts involving (organisation)must be executed in accordance with the terms of this Policy. No person shall sign any contract binding upon the (organisation) unless such individual has been appointed, in writing, as the designee authorised to sign. For purposes of this policy, contract shall mean any contract, agreement, memorandum of understanding, memorandum of agreement, letter of intent, or any other instrument which commits the funds, personnel, equipment, property, or facilities of (organisation). The policy shall further apply to revenue contracts for which the (organisation) receives funds for providing services, as well as all change orders, modifications, amendments, or renewals of any contract.

Procedure

Planning your negotiation

No amount of preparation is too much in approaching complex or high-stakes negotiations. Plan both your approach to the subject under negotiation, and your tone and communication style. In approaching the subject of your negotiations:

• set your objectives clearly in your own mind (including your minimum acceptable outcome, your anticipated outcome, and your ideal outcome)
• determine what you will do if the negotiation, or a particular outcome, fails
• determine your needs, the needs of the other party and the reasons behind them
• list, rank, and value your issues (and then consider concessions you might make)
• analyse the other party (including their objectives and the information they need)
• conduct research and consult with colleagues and partners
• rehearse the negotiation
• write an agenda discussion topics, participants, location, and schedule.

In deciding your communication style, familiarise yourself with successful negotiating strategies. Arm yourself with a calm, confident tone, and a set of considered responses and strategies to the tactics you anticipate.

Engaging with the other party during the negotiation

• Introduce yourself and articulate the agenda. Demonstrate calm confidence.
• Propose make your first offer. The other party will also make proposals. You should rarely accept their first offer. Evidence suggests that people who take the first proposal are less satisfied and regret their haste.
• Check your understanding of the other party's proposal.
• Remember your objectives.
• Discuss concepts and ideas.
• Consider appropriate compromises, then make and seek concessions.
• Suggest alternative proposals and listen to offered suggestions.
• Paraphrase others' suggestions to clarify and acknowledge proposals.
• Give and take.

Closing the negotiation

Take a moment to revisit your objectives for the negotiation. Once you feel you are approaching an outcome that is acceptable to you:

• look for closing signals, for example
  • fading counterarguments
  • tiredbody languagefrom the other party
  • negotiating positions converging
• articulate agreements and concessions already made
• make 'closing' statements, for example
  • 'That suggestion might work.'
  • 'Right. Where do I sign?'
• get agreements in writing as soon as you can
• follow up promptly on any commitments you have made.

Do not dos

• Do not make assumptions. The key to a successful negotiation is being prepared, and that means a lot more than knowing numbers and facts.
• Do not rush. Negotiations take time, especially if you want them to go smoothly.
• Do not take anything personally.
• Do not accept a bad deal.
• Do not over negotiate.

Conducting Meetings

PolicyMeetings should be conducted in a manner which maximises meeting outcomes and does not waste employee time.

DefinitionsThemeeting chairpersonis the person who chairs the meeting.

Aquorumis the minimum number of participants required to make decisions at a meeting.

Theminute takeris the person responsible for recording meeting actions and preparing theMinutes of Meeting.

Procedure

Responsibilities of meeting chairperson

• Ensure there are enough people at the meeting to make a quorum.
• Run the meeting according to the order of items on theagenda.
• Ensure all participants are given an opportunity to contribute.
• Encourage open and constructive discussion.
• Discourage destructive discussion.
• Ensure all or mostAgenda items are covered.
• Close the meeting.
• Check and sign theMinutes of Meeting.

Minutes of Meeting

• The minute taker must provide an accurate record of the participants, apologies, motions, actions, and important points raised at the meeting in theMinutes of Meeting.
• The template for theMinutes of Meetingshould be used.
• The Chairperson must approve theMinutes of Meetingbefore they are distributed.

Simulated Workplace Presentation Policy (Excerpt)

After you have been authorized to present on behalf of Australian hardware, please review and adhere to the guidelines and policies below.

General presentation guidelines

• Copyright Information
• Australian Hardware Guidelines
• Cost
• Sample design

PowerPoint Presentations

• Approved templates (and when to use co-branded templates)
• Images / Photos
• Medical or Scientific Illustrations
• Presentation Coaching and Development

General Presentation Guidelines and Policies

Copyright Information

• Material on the internet is copyrighted. Look for terms and conditions of acceptable use for all images/photographs and text you find online before copying and using any content.
• Before sending your presentation, please confirm the copyright status of all images and external content.
• Make sure that all external content (images and text) is properly cited.
• You can search the Copyright Clearance Centre (http//: www.copyright.com) to find journals and get permissions. Authors frequently cannot give permissions to their own published works; often the journal publisher must grant permission to use.
• Government websites are usually in the public domain. Permission is not needed to use if cited properly. Citations are usually provided on the website.

Australian Hardware Guidelines

• Slides cannot contain any advertising, trade names or product-group messages.
• The content must promote improvements or quality in healthcare and not a specific proprietary business interest of a commercial interest.
• Presentations must give a balanced view of therapeutic options. Use of generic names will contribute to this impartiality. If the CME educational material or content includes trade names; available trade names from several companies should be used, not just trade names from a single company.

PowerPoint Presentations: Approved Templates

• Australian Hardware Wollongong (this needs to be updated before posting

PowerPoint presentations: Images

• If photographs of staffare used, you are required to obtain a signed media and public relations consent form pursuant to staff Policy.
• If photo releases have not been acquired, all images of staffand other stakeholders must be de-identified. Please consult the Australianhardware media unit with questions.
• Photos on the internet are copyrighted. Review all copyright information [link to section above] before using images found online.

Additional tips

• Always use high-resolution photos (300 dpi or higher)
• Contact your service line marketing representative for ideas [need an updated marketing contact list]
• On IT database - Departments ?Marketing and Public Relations ?System Messaging and Marketing Templates ?Logos and Photos
• Sites that offer free stock photos (no photo credit or sourcing required):
  • http://www.thinkstockphotos.com
  • http://www.istockphoto.com
  • creativecommons.org