Unit of competency Outline

Date retreived
22/07/2026 9:57 AM AWST

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Develop and manage performance-management processes

Develop and manage performance-management processes

Unit of competency
National Code
BSBHRM512A
State Code
WG086
TGA Status
Replaced
DTWD Status
Replaced
Current Release Number
1.00
Current Release Date
18/03/2013
View on TGA
State Implementation and Classification
Approved Date
10/07/2014
Field of Education
080303 - Human Resource Management
Original Release Date
10/07/2014
Nominal Hours
60
Description
This unit describes the performance outcomes, skills and knowledge required to design, implement and oversee performance-management processes. The unit also includes specific intervention associated with under-performance or misconduct and developing approaches to address skill and performance gaps.
Notes
Elements and Performance Criteria
1. Develop integrated performance-management processes
  • 1.1 Analyse organisational strategic and operational plans to identify relevant policies and objectives to be reflected in integrated performance-management processes
  • 1.2 Develop objectives for performance-management processes to support organisational strategy and goals and to build organisational capability
  • 1.3 Design methods and processes for line managers to develop key performance indicators for those reporting to them
  • 1.4 Develop organisational timeframes and processes for formal performance-management sessions
  • 1.5 Ensure performance-management processes developed are flexible enough to cover the range of employment situations in the organisation
  • 1.6 Consult with key stakeholders about the processes and agree on process features
  • 1.7 Gain support for the implementation of the performance-management processes
2. Facilitate the implementation of performance-management processes
  • 2.1 Train relevant groups and individuals to monitor performance, identify performance gaps, provide feedback and manage talent
  • 2.2 Work with line managers to ensure that performance is monitored regularly and that intervention occurs as required and in line with organisational policies and legal requirements
  • 2.3 Support line managers to counsel and discipline employees who continue to perform below standard
  • 2.4 Articulate dispute-resolution processes where necessary, mediating between line managers and employees
  • 2.5 Provide support to terminate employees who fail to respond to interventions, according to organisational protocols and legislative requirements
  • 2.6 Ensure recorded outcomes of performance-management sessions are accessible and stored securely according to organisational policy
  • 2.7 Regularly evaluate and improve all aspects of the performance-management processes, in keeping with organisational objectives and policies
3. Coordinate individual or group learning and development
  • 3.1 Design and develop learning and development plans and strategies to encourage effective employee performance
  • 3.2 Deliver learning and development plans according to agreed timeframes and ensure they deliver specified outcomes
  • 3.3 Contract appropriate providers for performance development, as identified by the plans and according to organisational policy
  • 3.4 Monitor learning and development activities to ensure compliance with quality assurance standards
  • 3.5 Negotiate remedial action with providers where necessary
  • 3.6 Generate reports to advise appropriate managers on progress and success rates of activities
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Integrated performance-management processes include:
communications
data collection and analysis
software
reporting.
Employment situations may include:
casual and contract work
full-time and part-time work
marketing and sales
office and clerical
physical labour
processing
production
technical and scientific
tele-working
warehousing and transport.
Performance gaps may include:
costs above budget
disruptive conflict
external interference
failure to meet strategic or operational objectives
low or high turnover of labour
productivity below budget
quality, workplace health and safety, or environmental failure
work bans or go slow.
Intervention may include:
coaching
counselling
disciplining
giving praise
recognising good performance.
Learning and development plans and strategies may include:
enhancing knowledge
mentoring
personal development
project work
skills training
visits to other workplaces.
Appropriate providers include:
consultants
external and internal providers
trainers.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the ability to:

develop a performance-management process to support business goals, or critique existing performance-management processes
provide support for mediation for effective management of performance issues
develop approaches to improve performance and address identified performance gaps.
Context of and specific resources for assessment
Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

assessment of reports on performance management and performance-development processes
direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
observation of demonstrated techniques in performance management
observation of presentations
review of plans for performance improvement and individual learning and development
review of reports generated to advise appropriate managers on progress and success rates of activities
oral or written questioning to assess knowledge of models for giving feedback and options for skill development and talent management.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

BSBHRM507A Manage separation or termination.
Replaces
State Code National Code Title Type
D4862 BSBHRM503B Manage performance management systems Unit of competency
Replaced By
State Code National Code Title Type
AUI48 BSBHRM512 Develop and manage performance management processes Unit of competency