Elements and Performance Criteria

This unit applies to all tourism and hospitality sectors. The following explanations identify how this unit may be applied in different workplaces, sectors and circumstances.
For generic pre-employment training and assessment, a range of industry contexts must be addressed. Where the focus is sector or workplace specific, training and assessment must be tailored to meet particular needs.
Expected standards of performance and performance problems may relate to:
productivity
punctuality
personal presentation
level of accuracy in work
adherence to procedures
customer service standards
team interaction
response times
waste minimisation
cost minimisation.
Recognition of achievement may include:
informal acknowledgment
acknowledgment of an individual's good performance to the whole team
presentation of awards
written report to management.
Solutions to performance problems may include:
additional training
assistance with problems outside of the workplace
adjustment of workload
re-organisation of work practices
agreement on short-term goals for improvement.
Issues to be considered in performance evaluations may include:
type of assessment (e.g. self, peer, team, productivity indicators)
methods of collecting performance data
methods of interpreting performance data
processes for performance appraisal interviews.
Required procedures for a formal counselling session may include:
formal notification to staff member and/or management
invitation of appropriate people
organisation of appropriate location for counselling session.
This unit applies to all tourism and hospitality sectors. The following explanations identify how this unit may be applied in different workplaces, sectors and circumstances.
For generic pre-employment training and assessment, a range of industry contexts must be addressed. Where the focus is sector or workplace specific, training and assessment must be tailored to meet particular needs.
Expected standards of performance and performance problems may relate to:
productivity
punctuality
personal presentation
level of accuracy in work
adherence to procedures
customer service standards
team interaction
response times
waste minimisation
cost minimisation.
Recognition of achievement may include:
informal acknowledgment
acknowledgment of an individual's good performance to the whole team
presentation of awards
written report to management.
Solutions to performance problems may include:
additional training
assistance with problems outside of the workplace
adjustment of workload
re-organisation of work practices
agreement on short-term goals for improvement.
Issues to be considered in performance evaluations may include:
type of assessment (e.g. self, peer, team, productivity indicators)
methods of collecting performance data
methods of interpreting performance data
processes for performance appraisal interviews.
Required procedures for a formal counselling session may include:
formal notification to staff member and/or management
invitation of appropriate people
organisation of appropriate location for counselling session.

Essential Knowledge and Skills to be Assessed
The following knowledge and skills must be assessed as part of this unit:
understanding of the performance management concept within an organisation
types of performance standards and performance management systems applicable to tourism and hospitality workplaces
the role and importance of feedback and coaching, including appropriate communication, in relation to monitoring staff performance
grievance procedures
knowledge of performance appraisal techniques and systems including:
reasons for performance appraisal
types of performance assessment
compiling and using performance data
protocols and procedures for performance appraisal interviews
procedures for formal counselling sessions
communication skills including active listening, questioning and using appropriate non-verbal communication in specific relation to counselling, providing feedback and coaching

knowledge of industrial relations, Equal Employment Opportunity and diversity issues which impact on monitoring staff performance.
Linkages to Other Units
This unit must be assessed with or after the following units. These units describe skills and knowledge that are essential to this unit of competence:
THHGTR01B Coach others in job skills
There is also a strong link between this unit and a range of other units carried out by supervisors and managers in the workplace. Depending upon the industry sector and workplace, combined training and assessment may be appropriate. Examples include:
THHGLE01B Monitor work operations
THHGLE03B Develop and implement operational plans
THHGLE08B Lead and manage people
Note: Knowledge of specific legal issues is required within this unit. This means that there is some duplication with the generic unit THHGLE20B Develop and update the legal knowledge required for business compliance. Repetition should be avoided in training and assessment.
Critical Aspects of Assessment
Evidence of the following is critical:
knowledge of typical procedures and processes for formal performance management and counselling
ability to demonstrate appropriate communication skills to provide supportive feedback and guidance to colleagues.
Context of Assessment and Resource Implications
Assessment must ensure:
project or work activities that allow the candidate to address typical performance management issues found in tourism or hospitality workplaces
interaction with others to demonstrate appropriate communication skills.
For generic pre-employment training and assessment, a range of industry contexts must be addressed. Where the focus is sector or workplace specific, training and assessment must be tailored to meet particular needs.
Assessment Methods
Assessment methods must be chosen to ensure that performance management skills can be practically demonstrated. Methods must include assessment of knowledge as well as assessment of practical skills.
The following examples are appropriate for this unit:
evaluation of reports prepared by the candidate detailing how performance management issues may have been addressed during the conduct of a team project
evaluation of projects conducted by the candidate in conjunction with industry practitioners to develop performance management approaches for different workplaces
role-play to provide feedback, conduct a performance appraisal or formal counselling session
review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate.
Key Competencies in this Unit
Key Competencies are an integral part of all workplace competencies. The table below describes those applicable to this unit. Trainers and assessors should ensure that they are addressed in training and assessment.
Level 1 = Perform Level 2 = Administer and Manage Level 3 = Design and Evaluate
Key Competencies
Collecting, Organising and Analysing Information
For example:
Gathering and analysing sales results achieved by staff members (3)
Communicating Ideas and Information
For example:
Running a consultation session on a new performance appraisal system
Conducting an informal counseling session (3)
Planning and Organising Activities
For example:
Co-ordinating a series of 6-monthly performance appraisal interviews, including scheduling and preparation of all documents (2)
Working with Others and in Teams
For example:
Providing constructive feedback to a colleague who is struggling to meet sales targets (3)
Using Mathematical Ideas and Techniques
Not Applicable
Solving Problems
For example:
Developing and following through on a solution with a team member who is consistently providing difficulties for other team members (3)
Using Technology
For example:
Using human resource management software for the performance appraisal process (1)
Essential Knowledge and Skills to be Assessed
The following knowledge and skills must be assessed as part of this unit:
understanding of the performance management concept within an organisation
types of performance standards and performance management systems applicable to tourism and hospitality workplaces
the role and importance of feedback and coaching, including appropriate communication, in relation to monitoring staff performance
grievance procedures
knowledge of performance appraisal techniques and systems including:
reasons for performance appraisal
types of performance assessment
compiling and using performance data
protocols and procedures for performance appraisal interviews
procedures for formal counselling sessions
communication skills including active listening, questioning and using appropriate non-verbal communication in specific relation to counselling, providing feedback and coaching

knowledge of industrial relations, Equal Employment Opportunity and diversity issues which impact on monitoring staff performance.
Linkages to Other Units
This unit must be assessed with or after the following units. These units describe skills and knowledge that are essential to this unit of competence:
THHGTR01B Coach others in job skills
There is also a strong link between this unit and a range of other units carried out by supervisors and managers in the workplace. Depending upon the industry sector and workplace, combined training and assessment may be appropriate. Examples include:
THHGLE01B Monitor work operations
THHGLE03B Develop and implement operational plans
THHGLE08B Lead and manage people
Note: Knowledge of specific legal issues is required within this unit. This means that there is some duplication with the generic unit THHGLE20B Develop and update the legal knowledge required for business compliance. Repetition should be avoided in training and assessment.
Critical Aspects of Assessment
Evidence of the following is critical:
knowledge of typical procedures and processes for formal performance management and counselling
ability to demonstrate appropriate communication skills to provide supportive feedback and guidance to colleagues.
Context of Assessment and Resource Implications
Assessment must ensure:
project or work activities that allow the candidate to address typical performance management issues found in tourism or hospitality workplaces
interaction with others to demonstrate appropriate communication skills.
For generic pre-employment training and assessment, a range of industry contexts must be addressed. Where the focus is sector or workplace specific, training and assessment must be tailored to meet particular needs.
Assessment Methods
Assessment methods must be chosen to ensure that performance management skills can be practically demonstrated. Methods must include assessment of knowledge as well as assessment of practical skills.
The following examples are appropriate for this unit:
evaluation of reports prepared by the candidate detailing how performance management issues may have been addressed during the conduct of a team project
evaluation of projects conducted by the candidate in conjunction with industry practitioners to develop performance management approaches for different workplaces
role-play to provide feedback, conduct a performance appraisal or formal counselling session
review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate.
Key Competencies in this Unit
Key Competencies are an integral part of all workplace competencies. The table below describes those applicable to this unit. Trainers and assessors should ensure that they are addressed in training and assessment.
Level 1 = Perform Level 2 = Administer and Manage Level 3 = Design and Evaluate
Key Competencies
Collecting, Organising and Analysing Information
For example:
Gathering and analysing sales results achieved by staff members (3)
Communicating Ideas and Information
For example:
Running a consultation session on a new performance appraisal system
Conducting an informal counseling session (3)
Planning and Organising Activities
For example:
Co-ordinating a series of 6-monthly performance appraisal interviews, including scheduling and preparation of all documents (2)
Working with Others and in Teams
For example:
Providing constructive feedback to a colleague who is struggling to meet sales targets (3)
Using Mathematical Ideas and Techniques
Not Applicable
Solving Problems
For example:
Developing and following through on a solution with a team member who is consistently providing difficulties for other team members (3)
Using Technology
For example:
Using human resource management software for the performance appraisal process (1)