Unit of competency Outline
Date retreived
23/07/2026 5:08 PM AWST
23/07/2026 5:08 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage performance management systems
Manage performance management systems
Unit of competency
National Code
BSBHRM503A
BSBHRM503A
State Code
D0736
D0736
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
17/07/2008
Field of Education
080303 - Human Resource Management
Original Release Date
17/07/2008
Nominal Hours
60
Description
This unit describes the performance outcomes, skills and knowledge required to design, implement and oversee performance management systems.It includes ongoing performance feedback strategies as well as formal performance feedback meetings. Specific intervention associated with underperformance and/or misconduct is also included.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.This unit describes the performance outcomes, skills and knowledge required to design, implement and oversee performance management systems.It includes ongoing performance feedback strategies as well as formal performance feedback meetings. Specific intervention associated with underperformance and/or misconduct is also included.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1 Develop performance management systems
- 1.1 Analyse strategic and operational plans to identify relevant policies and objectives for performance management system
- 1.2 Design methods and processes for line managers to develop key performance indicators for positions reporting to them
- 1.3 Develop organisational timeframes and processes for formal performance management sessions
- 1.4 Ensure systems developed are flexible enough to cover the range of employment situations within the organisation
- 1.5 Consult with key stakeholders about the system and agree on its features
- 1.6 Gain support for the implementation of the performance management system
2 Implement performance management systems
- 2.1 Train relevant groups and individuals to monitor performance and to identify performance gaps
- 2.2 Ensure that line managers are monitoring performance regularly and that intervention occurs to acknowledge poor performance and excellent performance
- 2.3 Work with line managers, where necessary, to assist them to address poor performance in accordance with organisational policies and legal requirements
- 2.4 Support line managers to counsel and discipline employees who continue to perform below standard
- 2.5 Provide support to terminate employees who fail to respond to interventions, in accordance with organisational protocols and legislative requirements
- 2.6 Recognise excellence in accordance with organisational policy
- 2.7 Ensure documented outcomes of performance management sessions are accessible and are stored in accordance with organisational policy
3 Coordinate formal feedback processes
- 3.1 Develop performance feedback plans by relevant managers/team leaders and lodge them with human resources staff
- 3.2 Provide training and assistance to managers/team leaders participating in the feedback process
- 3.3 Agree on and sign, plans for performance improvement and individual learning and development
- 3.4 Establish processes to deal with any problems or grievances which arise from the performance feedback
- 3.5 Make available specialist advice on career development to participants in the process
4 Coordinate individual/group learning development plans
- 4.1 Contract appropriate providers for performance development, as identified by the plans, in accordance with organisational policies
- 4.2 Design learning and development plans to contribute to the development of a learning organisation
- 4.3 Deliver learning and development plans according to agreed timeframes and ensure they deliver specified outcomes
- 4.4 Monitor learning and development activities to ensure compliance with quality assurance standards
- 4.5 Negotiate remedial action with providers where necessary
- 4.6 Generate reports to advise appropriate managers on progress and success rates of activities
- 4.7 Regularly evaluate and improve all aspects of the performance management system, in keeping with organisational objectives and policies
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.
Performance management includes:
a process or set of processes for establishing a shared understanding of what an individual or group is to achieve, and managing and developing individuals in a way which increases the probability it will be achieved in both the short and long term
Key performance indicators include:
those measures developed to gauge performance outcomes against targets
Employment situations may include:
casual and contract work
full-time work
marketing/sales
office/clerical
part-time work
physical labour
processing
production
technical/scientific
tele-working
warehousing/transport
Performance gaps may include situations where outcomes are less then those stated in the strategic objectives, such as:
costs above budget
disruptive conflict
external interference
failure to meet strategic and/or operational objectives
lost time disputes
low/high turnover of labour
productivity below budget
quality/occupational health and safety/environmental failure
work bans/go slow
Intervention may include:
coaching
counselling
discipline
giving praise
recognition of good performance
Termination means:
cessation of the contract of employment between an employer and an employee, at the initiative of the employer within relevant industrial agreements
Individual learning and development may include:
enhancement of knowledge
mentoring
personal development
project work
skills training
visits
Career development means:
plan of learning development and experiences to prepare a person for more rewarding positions
Appropriate providers include:
consultants
external providers
internal providers
trainers
Learning organisation means:
organisation that displays the capacity to continually adapt to changes in its business environment
Specified outcomes means:
achievement of performance targets
Quality assurance standards means:
pre-determined statements relating to specifications on how a product or service is presented to the user
Remedial action means:
action designed to rectify a particular problem or aspect of performance
Performance management includes:
a process or set of processes for establishing a shared understanding of what an individual or group is to achieve, and managing and developing individuals in a way which increases the probability it will be achieved in both the short and long term
Key performance indicators include:
those measures developed to gauge performance outcomes against targets
Employment situations may include:
casual and contract work
full-time work
marketing/sales
office/clerical
part-time work
physical labour
processing
production
technical/scientific
tele-working
warehousing/transport
Performance gaps may include situations where outcomes are less then those stated in the strategic objectives, such as:
costs above budget
disruptive conflict
external interference
failure to meet strategic and/or operational objectives
lost time disputes
low/high turnover of labour
productivity below budget
quality/occupational health and safety/environmental failure
work bans/go slow
Intervention may include:
coaching
counselling
discipline
giving praise
recognition of good performance
Termination means:
cessation of the contract of employment between an employer and an employee, at the initiative of the employer within relevant industrial agreements
Individual learning and development may include:
enhancement of knowledge
mentoring
personal development
project work
skills training
visits
Career development means:
plan of learning development and experiences to prepare a person for more rewarding positions
Appropriate providers include:
consultants
external providers
internal providers
trainers
Learning organisation means:
organisation that displays the capacity to continually adapt to changes in its business environment
Specified outcomes means:
achievement of performance targets
Quality assurance standards means:
pre-determined statements relating to specifications on how a product or service is presented to the user
Remedial action means:
action designed to rectify a particular problem or aspect of performance
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 following is essential:
demonstrated evidence of how a range of performance management systems work and their relative strengths and weaknesses
demonstrated understanding of how a performance development system aligns with human resources strategy
ability to design, gather support for, and implement an effective performance management system
knowledge of equal employment opportunity, diversity and anti-discrimination policies and legislation.
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 written reports on performance management and performance development systems
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.
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
other units from the Diploma of Business (Human Resource Management).
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
demonstrated evidence of how a range of performance management systems work and their relative strengths and weaknesses
demonstrated understanding of how a performance development system aligns with human resources strategy
ability to design, gather support for, and implement an effective performance management system
knowledge of equal employment opportunity, diversity and anti-discrimination policies and legislation.
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 written reports on performance management and performance development systems
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.
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
other units from the Diploma of Business (Human Resource Management).
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C3569 | BSBHR503A | Manage performance management systems | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| D4862 | BSBHRM503B | Manage performance management systems | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D362 | CUS50309 | Diploma of Music Business | Qualification |