PROJECT

PORTFOLIO

BSBLDR522 PROJECT PORTFOLIO 1

 Contents

Section 1: Understand performance management requirements 3

Section 2: Allocate work 6
Section 3: Manage performance 10

BSBLDR522 PROJECT PORTFOLIO 2

 Section 1: Understand performance management
requirements
1 Describe the organisation you are basing this project on.
1.1 What is the name of the organisation?
The name of the organisation is Boutique Build Australia.
1.2 What does the organisation do?
The company is a boutique construction firm with headquarters in Sydney that specializes in
designing and constructing high-end custom residences for the city of Sydney and its environs.
1.3 What are the objectives of the organisation?
The organisation’s goal is to be Australia's top boutique home builder.
1.4 Describe your role and responsibilities
My role at Boutique Build Australia company is working as a Human Resources Manager. I am
in charge of overseeing the performance of a small group of employees, including the Learning
and Development Coordinator and the Human Resources Support Officer. My responsibilities
cover all aspects of HR, including hiring, training, managing, and assessing.
1.5 Explain how your role supports people performance management and daily operations.
To support people's performance management and daily operations, I have to monitor my
colleagues' day-to-day performance, identify mistakes, provide comments, and suggest
potential fixes. I need to ensure that everything is proceeding in accordance with the
operational plan. I also make sure that policies and procedures are current and accessible to
staff.
2 Describe the team and individuals you are basing this assessment on.

You are required to manage the performance of one team and two individuals. The team
members must be able to perform work tasks related to the operational plan.

2.1 What are the key functions and activities of the team you will manage the people performance of?
- Recruiting and training new employees
- Develop Human Resources plan
- Providing strategies for employees in learning and development
- Assure the implementation and observance of all policies and procedures.
2.2 What roles/positions do two of your team members fill?
Human Resources Support Officer and Learning and Development Coordinator
2.3 What are the responsibilities of each of the team members (name at least three responsibilities per
team member)?
- Human Resources Support Officer is responsible for hiring process, induction procedure, and
contributing to HR planning.
- Learning and Development Coordinator is in charge of creating and delivering training,
identifying training requirements, and aiding the human resources manager in creating staff
development programs.
3 Identify and summarise the legal requirements to perform your role, allocate work and
manage/review people performance.
3.1 Summarise the laws and regulations that apply to work allocation in your team.

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 - The Racial Discrimination Act 1975: Equal access to justice is supported for all people, regardless
of their race, color, or national or ethnic background. It is unlawful to discriminate against someone
based on their race, color, ancestry, or national or ethnic origin.
- Sex Discrimination Act 1984: passed by the Australian Parliament to prohibit discrimination on the
basis of sexual orientation, gender identity, intersex status, marital status, current or anticipated
pregnancy, and nursing in a variety of areas of public life. Additionally, it protects workers who are
parents and outlaws sexual harassment.
- Disability Discrimination Act 1992: is a piece of legislation passed by the Australian Parliament that
prohibits prejudice against people with disabilities in a range of situations, including the workplace,
the classroom, clubs, organizations, and places that are open to the public.
- The Fair Work Act 2009: regulates interactions between companies and workers. It protects a
variety of rights, including those pertaining to the workplace, the freedom from unlawful
discrimination, the opportunity to engage in industrial activities, and the freedom from coercive or
oppressive pressure when negotiating personal contracts. In order to achieve national economic
policy and guarantee that employees in the private sector are socially included, employers are
required to abide by this regulation.
3.2 Summarise the laws and regulations that apply to performance management and review in your
team.
- The National Employment Standards: ensure fairness for all employees and lay forth specific
guidelines for salary, working conditions, and personal leave entitlements in order to establish a
workplace that is secure, equitable, and productive.
- The Privacy Act of 1988: is Australia's primary law governing the handling of personal data
concerning individuals. In the process of gathering, using, storing, and disclosing personal data,
both the public and commercial sectors of the federal government are involved.
3.3 Summarise any other legislation relevant to you performing your role.
- The Work Health and Safety Act 2011: establishes a framework to safeguard everyone's health,
safety, and welfare at work. All other individuals who could be impacted by the job are also
protected in terms of their health and safety.
4 Identify and summarise organisational requirements for your role, work allocation, and people
management.

As a minimum, your organisation must have an operational plan, a risk management plan and
policies and procedures relevant to performance management and communication.

4.1 Complete the table to summarise organisational requirements for people performance
management.
4.2 Attach proof of the operational plan, risk management plan and relevant policies, procedures,
templates etc to this section of your portfolio.

Document/ Policy/ Requirements Relevant

Procedure name templates or
documentation

Work allocation Strategic & Accomplish the objectives in the order of priority Work Plan
Operational Plan specified in accordance with the operational Template
(including actions from
strategy.
the operational plan
your team is
responsible for)

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Performance Performance - Each employee will take part in a minimum of two - Performance
management: Management Policy reviews each year—an interim review and an review template
and Procedures annual review.
 Performance review - Performance
- Managers will provide staff feedback on how they development
 Feedback (formal
performed these duties. template
and informal)
- Personal and professional development
 Performance opportunities: training sessions, coaching,
improvement mentoring, attending conferences.
opportunities
- Employees with underperformance will receive
 Underperformance support. Warning letter will be delivered to those
employees if they continues performing poorly.
 Rewards and
recognition - Employees with excellent performance will be
recognized and received higher salaries.
- All the documents must be kept confidentially

Communication Internal - Establish and trial new communication channels, Staff Code of
Communication methods, and platforms to enhance cooperation Conduct
Policy and and information sharing among all staff members.
Procedures
- Employees are expected to use these
communication channels for business purpose only.

Risk Risk Management Setting the context, recognizing, analyzing, Risk

Policy and assessing, treating, monitoring , and assessment
Procedures communicating risk. template

5 Review your organisation’s performance management and processes according to the legislation,
organisational objectives and policies.
5.1 Are the existing performance management processes legal and do they comply to regulations?
Yes
5.2 Do your existing performance management processes align with the organisation’s objectives?
Yes
5.3 Do your existing performance management processes adhere to the organisation’s policies?
Yes

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 Attach: Operational plan ☐

Policies, procedures and templates etc. ☐

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 Section 2: Allocate work

If you are using the case study, assume that it is January 2021.

1 Consult with a colleague or superior (e.g. the CEO or executive team) to discuss work that must be
allocated to staff and to develop and agree on key performance indicators.

The person you consult with should typically be a colleague operating at a similar level to you
(e.g. Operational Manager) or your superior (e.g. CEO).

1.1 Who did you consult with?

I consulted with the managing director.
1.2 How did you consult?
We had an in-person meeting to discuss the responsibilities and priorities that a particular team is
in charge of.
1.3 Which performance standards/key performance indicators did you develop and agree on?
The performance standards that I developed and agreed on:
- The time to recruit and induct new employees.
- Increase employees’ satisfaction by enhancing the work-life balance
1.4 If not already viewed in person by your assessor, attach proof of the consultation (e.g., video of a
face-to-face discussion with each team member, video of a joint team meeting, a draft email
outlining requirements, recording of telephone discussion, etc.) to this section of your portfolio.

2 Develop work plans to allocate work to your team and two team members.

Use the outcomes from your consultation with your colleague/superior to develop separate work
plan for your team as a whole, and two of your team members.
As you allocate work, make sure you achieve outcomes efficiently. You must assign work for at
least one task for each individual team member.

2.1 You may use the templates below, or any other template that meets your organisation’s
requirements.
2.2 If you use your own work plan template, attach the completed work plan to this section of your
portfolio.
TEAM WORK PLAN: [HR Team]

Task/Priority Performance Actions required Person Start End Done?

indicator responsible

Recruit and Site staff in Advertise position HR Officer Feb 1st Feb 15th done
induct at least 3 place
permanent Recruitment HR Officer Feb March done
employees process 16th 16th

Choose best HR Manager and March March done

applicants Operations 17th 24th

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Task/Priority Performance Actions required Person Start End Done?
indicator responsible

Manager

Induct applicants Learning and March June 25th done

development officer 25th

Design and The Research best HR Manager Feb March 7th done
implement employee’s job practices 15th
programs that satisfaction
promote work- Develop program HR Team March March 9th done
life balance. concepts that will fit 8th
the organization.

Make a plan and HR Manager and March April 17th done

get it approved Learning & 10th
development officer

Promote program HR Officer April May 9th done

18th

Customized All employees Asking employees Learning & May 1st June 1st done
employee have selected about their development officer
training their learning preferred methods
preferences. of learning

Review staff HR Officer June August done

information and add 2nd 2nd
learning profiles

Evaluate staff All conducted Notify managers of HR Officer Nov 1st Nov 2nd done
performance employee requirements
performance
evaluations Finished written Managers Nov 3rd Nov 6th done
appraisal
Plans for
everyone on
Conduct verbal HR Officer, HR Nov 7th Nov 14th done
staff's learning
appraisal Manager, and
and growth
Learning &
have been
development officer
created and
implemented. Document and HR Manager Nov Nov 22th done
keep records 15th

INDIVIDUAL WORK PLAN: [HR Officer]

Start End Actions required Done?

Feb 1st Feb 15th Advertise position done

Feb 16th March 16th Recruitment process done

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 April 18th May 9th Promote work-life balance program done

June 2nd August 2nd Review staff information and add learning profiles done

Nov 1st Nov 2nd Notify managers of requirements done

Nov 7th Nov 14th Conduct verbal appraisal done

INDIVIDUAL WORK PLAN: [Learning & Development Coordinator]

Start End Actions required Done?

March 25th June 25th Induct applicants done

March 10th April 17th Make work-life balance plan and get it approved done

May 1st June 1st Asking employees about their preferred methods of learning done

Nov 7th Nov 14th Conduct verbal appraisal done

3 Use the table to plan meeting(s) with your team.

You may need to meet separately with individual team members depending on the nature and
location of your team and the work that is required (e.g. you may be required to keep KPIs
confidential and as such they cannot be discussed in a group).

What must be discussed How will it be discussed Required resources (e.g.

(group or individual)? printout of performance
development plan,
PowerPoint presentation etc.)

Discuss the work that must be Group Team work plan

done by your team as a whole

Discuss work that must be done Individual Individual work plan

by individual team members

Explain the expected Individual Operational plan

performance standards and KPIs.
Performance development plan

Provide training on the Group PowerPoint presentation

performance management and
Performance management
review processes
template

4 If not already viewed in person by your assessor, attach proof of your meeting(s) to this section of
your portfolio.

Depending on your team and the specific work requirements, you may have more than one

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 attachment (e.g., if you meet separately with team members, at least two attachments are
required).

5 Conduct a risk analysis of the work outlined in one of your work plans (identify at least two risks).
5.1 You may use the template below, or any other template that meets your organisation’s
requirements.
5.2 If you use your own work plan template, attach the completed work plan to this section of your
portfolio.

As you conduct the analysis, follow your organisation’s risk management plan and consider any
legal requirements (e.g. Workplace health and safety).

Risk Consequences Severity Likelihood Risk Treatment/ control Person

Rating rating rating methods responsible
(likelihood
x severity)

Difficulty in Have to spend 5 3 15 - Developing HR policies HR Manager

finding money and time and practices
Learning &
qualified and to train
- Design appropriate Development
skilled employees
training and development Coordinator
employees
strategies

Unethical Loss of company 4 3 12 - Developing staff HR Officier

practices of credibility
monitoring systems HR Manager
staff
- Terminating agreements
with unethical
employees

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 Attach: Proof of consultation with colleague/superior (if relevant) ☐

Work plan (if relevant) ☐

Proof of team/individual meeting(s) (if relevant) ☐

Risk analysis (if relevant) ☐

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 Section 3: Manage performance

Assume the work plans have been implemented. You must now manage and monitor performance,
providing informal feedback and coaching where required.
If you are using the case study, assume that it is July 2021.

1 Manage individual and team performance according to the timelines outlined in your work plan.

You may manage performance in any applicable way as long as it adheres to your organisation’s
policies and procedures. This may for example include:

 updating a project schedule

 emailing staff members to request an update on their progress.

1.1 Complete the table to explain how you will conduct performance management according to the
timelines for:
1.1.1. at least one task for each of your two identified team members
1.1.2. at least one task assigned to the team as a whole.
1.2 Attach proof of how you conducted performance management to this section of your Project
Portfolio. You must attach proof for three separate performance management activities (one for
each team member and one for the team as a whole).

How you will conduct How does your How does your
performance performance management performance
management consider the work plan management consider
timelines? your organisation’s
policies and procedure?

Team member 1: HR I will hold a meeting I will check the task regularly I always guarantee that my
Officer – Hiring 3 with HR Officer to to ensure that it is following performance management
new employees discuss about the the work plan timelines. Any follow and comply with the
recruitment process, the issue that prolongs organisation's policies and
potential issues and completion time will be procedure.
how to resolve them. identified and fixed
immediately.

Team member 2: To instruct the L&D Based on the proposed I consistently assure that
L&D Coordinator – Coordinator how to run induction plan, I will check my performance
Organizing induction a successful induction whether it meets the work management complies with
sessions for new
employees session, I will host a plan timelines. the organization's rules and
training session with procedures.
him. I will also ask him
to propose a plan for
induction sessions.

Whole team: I will arrange a meeting To manage the performance The organization's rules
Establish and with whole team to well, I will separate the task and procedures are
implement work-life discuss how the work- into small parts and set a ensured to be followed by
balance programs

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 How you will conduct How does your How does your
performance performance management performance
management consider the work plan management consider
timelines? your organisation’s
policies and procedure?

life balance program deadline for them. each part.

should be developed
and monitored.

2 Monitor the individual and team performance and provide informal feedback/coaching.

You must monitor the performance of two team members and your team.
You may monitor performance in any way as long as it aligns to the performance standards and key
performance indicators (identified in Section 1). This may for example include:

 observing an employee do their job.

 reviewing a draft version of a document.

 analysing information related to a KPI (e.g. sales data or customer reviews).

 seeking further feedback from related stakeholders.

 project schedule updates or review.

You must also provide informal feedback/coaching to each team member (at least two) and your team
as a whole.
Make sure you include both coaching and informal feedback at least once. For example, if you provide
informal feedback to the team as a whole and one team member, then you should provide coaching to
the other individual team member. Examples of informal feedback may include:

 review comments while reviewing a draft version of a document

 informal discussion while eating lunch.

2.1 Complete the table to explain how you will monitor performance and provide informal
feedback/coaching for:
2.1.1. at least one task for each of your two identified team members
2.1.2. at least one task assigned to the team as a whole.
2.2 If not already viewed in person by your assessor, attach proof of how you monitored performance
to this section of your Project Portfolio (e.g. video of you observing staff members, photo of you
reviewing a project schedule etc.). You must attach proof for three separate monitoring activities
(one for each team member and one for the team as a whole).
2.3 If not already viewed in person by your assessor, attach proof of how you provided informal
feedback/coaching to this section of your Project Portfolio. You must attach proof for three
separate informal feedback/coaching activities (one for each team member and one for the team
as a whole).

If applicable, you may combine the proof for your monitoring activity and informal feedback activity
(e.g. review comments on a document you’ve reviewed). You may also combine monitoring activities.

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 How you will monitor How you will provide How does your
performance informal monitoring activity
feedback/coaching reflect the performance
standards and KPIs?
Note: You must include
informal feedback and
coaching at least once
each.

Team member 1: - Observing how the hiring During the lunch break, I 3 new employees have
HR Officer – Hiring procedure is carried out may give informal comment been chosen through
3 new employees about the task several steps of the hiring
- Seeking feedback from
process
the operation manager

Team member 2: - Reviewing the plan for - Provide feedback after New employees
L&D Coordinator – induction sessions reviewing the plan understand the
Organizing organisation’s vision and
induction sessions - Observing how the - Giving coaching to show
for new employees mission as well as the
induction sessions are how to improve the
policies and procedures
held induction sessions

Whole team: - Reviewing a program's Give comments while Work-life balance program
Establish and draft version. reviewing a draft version of has been introduced
implement work-life a program
balance program - Updating program
schedule
- Asking for comments
from supervisors

Assume a period of time has passed. Team members, and individuals in your team have performed
some (or all) the work tasks outlined in your work plan.
If you are basing this assessment on your own business, you need suitable information to evaluate
performance and provide formal feedback. The information must indicate that:

 at least one team member has performed poorly

 at least one team member or the team as a whole has demonstrated excellent performance.

If you are using the case study, assume that it is November 2021.

3 Complete the table to evaluate the performance of the individuals (at least two) and your team
against performance standards and KPIs.

Evaluation of performance against performance standards and KPIs

Note: at least one team member must have performed poorly and one team member
must have done excellent work.

Team member 1: The HR Officer has successfully conducted a recruitment process. Three qualified
HR Officer – Hiring employees who have been selected meets the organisation’s requirements. The HR
3 new employees Officer also receives compliments from the new employees about professional hiring

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 procedure.

Team member 2: The Learning & Development Coordinator has performed poorly in organizing
L&D Coordinator – induction sessions. The new employees gave negative feedbacks about his
Organizing performance. An employee stated that her induction sessions had been cancelled
induction sessions without any notifications or make-up sessions. Another one said that the induction
for new employees process was incomplete due to the lack of information about leaving application.

Whole team: The team has performed quite good in developing work-life balance program.
Establish and However, in term of promoting the program, there are still some mistakes that need
implement work-life to resolve. The overall employee satisfaction has increased by 10% but still does not
balance program meet the organisation’s objective.

4 Document individual team members’ performance according to your organisation’s performance

management system (as identified in Section 1).
4.1 Use appropriate templates or systems to document the performance of two team members.
4.2 Attach proof of your documented performance evaluation to this section of your portfolio. You must
attach two separate documents (one for each team member).
4.3 Keep records of the documented performance according to organisational policies and procedures
(e.g. file the document in the organisation’s document storage system using the correct naming
conventions).
4.4 Attach proof of your record keeping to this section of your portfolio. You must attach two separate
documents (one for each team member).
Performance Review Outcome
Employee: (insert employee’s name)
Role: Human Resources Officer
Date: (insert date)

Performance Guidance Overall rating Comments

Work product 5 Excellent!

Exceeds expectations

Dependability 4 Meets expectations

Cooperativeness 4 Meets expectations

Adaptability 5 Excellent!

Communication 4 Meets expectations

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 Decision-making 4 Meets expectations

Service to clients 4 Meets expectations

Use of equipment 5 Excellent!

Project planning 4 Meets expectations

Work group management 4 Meets expectations

Performance Review Outcome

Employee: (insert employee’s name)
Role: Learning & Development Coordinator
Date: (insert date)

Performance Guidance Overall rating Comments

Work product 3 Quite poor performance, need

to improve.

Dependability 3 Development encouraged

Cooperativeness 4 Meets expectations

Adaptability 4 Meets expectations

Communication 3 Miscommunication in some

cases

Decision-making 4 Meets expectations

Service to clients 4 Meets expectations

Use of equipment 5 Excellent!

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 Project planning 3 Development encouraged

Work group management 4 Meets expectations

5 Identify actions required to address a team member’s ongoing poor performance and to recognise
the continued excellent performance of a different team member.

Examples of actions required for poor performance may include:

 initiate a formal mentoring or training program (e.g. by email HR)

 provide a written warning

 have a discussion with the employee to understand the reason for poor performance

 provide a checklist to the employee so they understand what is required.

Make sure your actions for poor performance adhere to organisational requirements.
Examples of actions to reinforce excellent performance may include:

 “employee of the week” award

 free lunch for the team

 displaying excellent work as an example for other staff members

 provide positive comments.

Make sure your actions to reinforce excellent behaviour include both recognition and continuous
feedback.

Action required
Note: Action is required for the team member who has performed poorly as
well as to reinforce excellent performance. Action to reinforce positive
behaviour must include both recognition and continuous feedback.

Team member 1: HR Since the HR Officer finished his work successfully, I decide to:
Officer
- Honor his outstanding performance to serve as a model for other team
members.
- Giving bonus for his excellent work.

Team member 2: L&D Because the L&D Coordinator did not fulfill his responsibilities, I decide to:
Coordinator
- Having a discussion with him to identify the difficulties
- If his performance still has not improved, I will send a warning letter

Whole team: The whole team done the task well even though there were some some
issues, so I decide to:
- Organizing a party to celebrate all team members

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 - Giving feedbacks for future development

6 If not already viewed in person by your assessor, attach proof of your two formal feedback sessions
(one per team member) to this section of your project portfolio.

7 Develop a performance improvement and development plan for each team member according to
your organisation’s performance management system (as identified in Section 1). Attach proof of
your documented performance development plan to this section of your portfolio. You must attach
two separate documents (one for each team member).
Performance Development Plan
Team member 1: HR Officer

Areas for development Actions

Project planning Receive coaching from the operation manager

on how to develop an efficient plan and
determine which tasks should be prioritized.

Cooperativeness Organize team building to increase cooperation

among members

Decision-making Attend to a training session about effective

decision-making

Performance Development Plan

Team member 2: L&D Coordinator

Areas for development Actions

Work product Receive mentoring on how to accomplish the

work successfully

Dependability Taking on-the-job training

Communication Participate in employee discussion forums

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 Project planning Get assistance on how to create an effective
strategy and decide which activities should be
prioritized from the operation manager.

8 If you haven’t already taken action at the feedback session, take action to reinforce excellent
performance or to address poor performance. If not already viewed in person by your assessor,
attach proof of your action taken for both poor performance and to reinforce positive performance to
this section of your portfolio.

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 Assume another period of time has passed.
If you are basing this assessment on your own business, you need suitable information to monitor and
respond to the performance of the underperforming team member.
If you are using the case study, assume that it is June 2022.

9 Monitor the performance of the underperforming team member according to organisational policy
and summarise their performance. Attach proof of how you monitored the performance to this
section of your portfolio.
Because the Learning & Development Coordinator performed poorly in his responsibilities, I had a
discussion with him to determine the difficulties and find the solutions to deal with them. We also
developed a performance development plan together to figure out what should be improved in the future.
After one week, I recognized that his performance was better and he also received positive feedback
from co-workers. I will continue giving him weekly feedback to ensure that his performance is in
accordance with the work plan.
10 If necessary, respond to the underperforming team member’s performance according to
organisational policy. Attach proof of your response to this section of your portfolio.

Attach: Proof of three separate performance management

☐
activities

Proof for three separate monitoring activities ☐

Proof for three separate informal feedback/coaching

☐
activities

Documented performance of two team members ☐

Formal feedback sessions (if relevant) ☐

Performance improvement plans (two) ☐

Actions to address poor performance and recognise ☐

excellent performance.

Continued monitoring of poor performing staff member ☐

Response to ongoing underperformance (if relevant) ☐

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