Assessment Workbook
Learner Name Reg.
Qualification Level 3 NVQ Diploma in Occupational Qual 603/5204/8
Title and Level Work Supervision Numb
er
Name of GQA
Awarding
Organisation
Unit # & Title Unit 9 Unit L/617/8488
Implementing procedures to support the team Code:
performance in the workplace
AC
To achieve the Assessment Criteria (AC), you must:
#
Learning outcome 1 Identify and record performance and bring directly to the
attention of the team member concerned.
1.1 Inspect and monitor work undertaken by team members and evaluate performance against
project requirements and organisational performance measures.
Inspecting and monitoring work undertaken by team members is a crucial task for a project manager. It
ensures that the work is progressing as planned and meets project requirements and organisational
performance measures. Here are some steps involved in inspecting and monitoring work:
1. Clearly define project requirements and performance measures: Before starting the project, it is
important to define the project requirements and organisational performance measures. These can
include deadlines, quality standards, budget constraints, and any other specific criteria.
2. Set clear expectations with team members: Communicate the project requirements and performance
measures to the team members. Clearly articulate your expectations regarding the quality and
timeliness of their work.
3. Regularly review work progress: Stay involved in the project by regularly reviewing the work
progress. This can be done through status meetings, progress reports, or periodic check-ins with team
members. Use these opportunities to assess whether the work is aligned with the project requirements.
4. Provide feedback and guidance: If you notice any deviations from the project requirements, provide
timely feedback to the team members. This can involve pointing out areas that need improvement,
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suggesting alternative approaches, or providing additional guidance to keep the work on track.
5. Evaluate performance against project requirements: Regularly evaluate the performance of team
members against the project requirements and organisational performance measures. Assess whether
the work is meeting the desired quality standards, adhering to the specified deadlines, and contributing
to the overall project success.
6. Identify and address performance gaps: If any team member's performance falls short of the project
requirements or organisational performance measures, address the issue promptly. Offer support and
resources to help them improve their performance, provide training if necessary, or consider
reallocating tasks if the skills do not match the requirements.
1.2 Advise team members of possible non-compliances in performance in accordance with
organisational personnel procedures.
When addressing possible non-compliances in performance, it is important to follow the organisational
personnel procedures. Here are some steps to advise team members in accordance with these
procedures:
1. Familiarise yourself with the organisational personnel procedures: Review the organisational policies
and procedures relating to addressing performance issues. Understand the steps and guidelines outlined
for communication with team members about non-compliances.
2. Gather evidence and documentation: Before advising team members, gather evidence and
documentation of the non-compliant performance. This can include objective measurements, reports, or
feedback from stakeholders. Having specific examples will make your conversation with the team
member more effective and credible.
3. Schedule a private meeting: Arrange a private meeting with the team member to discuss the possible
non-compliance. Choose a neutral and confidential location where you can have an open and honest
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conversation without distractions.
4. Communicate the concerns objectively: Start the conversation by sharing your observations and
presenting the evidence objectively. Avoid making personal judgments or using accusatory language.
Focus on the specific behaviours or outcomes that indicate non-compliance with performance
standards.
5. Listen to the team member's perspective: Give the team member an opportunity to share their
perspective and provide explanations for their performance. Actively listen to their side of the story and
ask clarifying questions to gain a better understanding of the situation.
6. Discuss the impact of the non-compliance: Help the team member understand the consequences and
impact of their non-compliant performance. Discuss how it affects the project, the team, and the overall
organisational goals.
1.3 Record and report any discussions held with team members relating to issues and concerns which
are affecting their performance.
Recording and reporting discussions with team members regarding performance issues is essential for
maintaining documentation, ensuring accountability, and tracking progress. Here are steps to follow:
1. Document the details: Immediately after the discussion, record the date, time, and location of the
conversation. Include the names of both the team member and you as the person addressing the
performance concerns.
2. Summarise the discussion: Write a summary of the conversation, capturing the key points discussed.
Include any specific examples of non-compliant behaviour or performance issues that were addressed.
Be objective and stick to the facts.
3. Note the team member's responses: Document the team member's feedback, explanations, or action
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plans discussed during the conversation. Include any commitments made to improve their performance
or address the identified issues.
4. Outline any agreed-upon actions: Note any agreed-upon actions or next steps, such as training,
coaching, or specific performance goals. Be specific about the expectations and timelines discussed
during the meeting.
5. Include any supporting documentation: Attach any supporting documentation, such as performance
reports, feedback received from stakeholders, or objective measurements that were discussed during the
conversation.
6. Maintain confidentiality: Ensure that the recorded information is stored securely and only accessible
to authorised personnel who need to be aware of the performance issues. Adhere to data protection and
privacy regulations.
1.4 Acknowledge good performance and provide related feedback to team members.
Recognising and acknowledging good performance is a crucial aspect of effective leadership and team
management. Here are steps to acknowledge good performance and provide related feedback to team
members:
1. Be specific: When acknowledging good performance, be specific about what the team member did
well. Identify the specific actions, behaviours, or outcomes that you are recognising.
2. Be timely: Deliver the feedback as soon as possible after observing the good performance. This
ensures that the team member knows their efforts are appreciated and gives them an opportunity to
reflect on their success.
3. Be genuine: Express your appreciation sincerely and authentically. Make it clear that you genuinely
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value the team member's contributions and that their work is making a positive impact.
4. Use positive language: Focus on the positive aspects of the team member's performance and
highlight the benefits of their actions. Use positive language and avoid any negative or critical remarks.
5. Be specific about the impact: Explain the positive impact of the team member's actions on the team,
project, or organisation. Describe how their efforts have contributed to overall success or improved
team performance.
6. Encourage and motivate: Take the opportunity to inspire and motivate the team member to continue
their good performance. Praise their strengths, skills, and abilities, and encourage them to strive for
excellence.
1.5 Explain how to monitor, measure and evaluate the performance of your team in accordance with
organisational requirements.
To monitor, measure, and evaluate the performance of your team in accordance with organisational
requirements, follow these steps:
1. Set clear expectations: Establish clear performance expectations and goals for your team members.
Ensure that they have a clear understanding of their roles, responsibilities, and performance objectives.
2. Establish key performance indicators (KPIs): Determine the specific KPIs that will be used to
measure and evaluate team performance. These can include metrics like sales targets, customer
satisfaction ratings, productivity levels, or project deadlines.
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3. Regularly review progress: Schedule regular check-ins and performance reviews to assess the
progress of your team members. Discuss their achievements, challenges, and any areas where
improvement may be needed.
4. Provide regular feedback: Offer constructive feedback and coaching to your team members on an
ongoing basis. Give them specific examples of their performance and provide guidance on how they
can improve or build upon their strengths.
5. Use performance measurement tools: Utilise tools and systems to track and measure team
performance. This can include project management software, performance dashboards, or customer
feedback surveys.
6. Seek input from stakeholders: Collect feedback from stakeholders such as clients, customers, or other
team members to gain a well-rounded perspective on your team's performance. This feedback can be
valuable in identifying areas of strength and areas for improvement.
7. Conduct performance evaluations: Conduct formal performance evaluations at predetermined
intervals, such as quarterly or annually. Use these evaluations to assess team members' performance
against set objectives and provide them with a comprehensive review of their strengths and areas for
growth.
1.6 Explain why it is important to acknowledge good performance with team members.
Acknowledging good performance with team members is important for several reasons:
1. Increases motivation and morale: Recognising and praising team members for their good
performance provides a positive reinforcement that boosts their motivation and morale. It reinforces the
idea that their hard work and contributions are valued and appreciated by their leaders and peers.
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2. Encourages continued excellence: When good performance is acknowledged, team members are
more likely to continue putting in their best efforts and striving for excellence. They are motivated to
maintain high standards and replicate their success in future tasks or projects.
3. Fosters a positive team culture: Recognising good performance creates a positive team culture where
achievements and efforts are celebrated. It encourages teamwork, collaboration, and a spirit of support
and appreciation among team members. It also helps create an environment where everyone feels
motivated to contribute and perform well.
4. Builds trust and loyalty: Recognising and acknowledging good performance shows team members
that their efforts do not go unnoticed. This fosters a sense of trust and loyalty between leaders and team
members. When team members feel valued and appreciated, they are more likely to remain committed
to the team and organisation.
5. Encourages healthy competition: Acknowledging good performance sets a positive example for other
team members and can encourage healthy competition within the team. Seeing their peers receive
recognition for their achievements can inspire others to strive for similar success and lead to an overall
increase in team performance.
6. Enhances job satisfaction: Recognition for good performance contributes to job satisfaction. When
team members feel recognised and appreciated, they are more likely to feel fulfilled, engaged, and
satisfied in their role. This can lead to higher job satisfaction, decreased turnover rates, and increased
employee retention.
1.7 Explain why it is important to identify any unsatisfactory performance.
Identifying unsatisfactory performance is important for several reasons:
1. Addressing issues promptly: By identifying unsatisfactory performance, leaders can address the
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issues promptly and take necessary actions to rectify the situation. Ignoring or overlooking such
performance can allow the issues to worsen, potentially causing negative impacts on team productivity
and overall performance.
2. Maintaining standards: Identifying unsatisfactory performance helps in maintaining and upholding
performance standards within the team or organisation. By addressing and rectifying
underperformance, leaders send a clear message that subpar performance is not acceptable and that all
team members are expected to meet the required level of performance.
3. Providing feedback and guidance: Identifying unsatisfactory performance enables leaders to provide
constructive feedback and guidance to team members. This feedback can help the individual understand
their shortcomings and areas for improvement. It also allows leaders to offer support, resources, or
training to help the team member enhance their performance.
4. Preventing negative consequences: Unaddressed unsatisfactory performance can have negative
consequences for both the individual and the team. It can lead to decreased team morale, missed
deadlines, reduced productivity, and potentially jeopardise the success of projects or initiatives.
Identifying and addressing the issues in a timely manner helps prevent such negative consequences.
5. Promoting fairness and accountability: Identifying unsatisfactory performance fosters fairness and
accountability within the team or organisation. It ensures that everyone is held to the same standards
and that there is a level playing field. Addressing underperformance shows that no one is exempt from
meeting expectations, reinforcing a culture of fairness, and ensuring that performance issues are not
overlooked or swept under the rug.
6. Supporting individual growth and development: Identifying unsatisfactory performance provides an
opportunity for individual growth and development. By addressing areas of underperformance, leaders
can help team members develop new skills, receive additional training, or provide resources to enhance
their effectiveness. This can contribute to personal and professional growth, benefiting both the
individual and the team.
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1.8 Explain why poor performance of a team member should be brought promptly and directly to
their attention.
Bringing the poor performance of a team member promptly and directly to their attention is essential
for several reasons:
1. Clear communication: Addressing poor performance directly ensures clear communication between
the leader and the team member. By discussing the issue openly and honestly, both parties can gain a
mutual understanding of the expectations, concerns, and potential areas for improvement. This helps
avoid any misunderstandings or misinterpretations.
2. Immediate action: Promptly bringing the poor performance to the team member's attention allows for
immediate action to be taken. This can involve setting goals, creating action plans, or providing
resources and support to help the individual address their performance issues. Delaying the discussion
only prolongs any negative impact on the team and the organisation.
3. Accountability and ownership: Addressing poor performance directly communicates to the team
member that they are accountable for their actions and have ownership of their performance. It
establishes a culture of responsibility where each team member is expected to meet their performance
standards and contribute to the overall success of the team. By bringing the issue to their attention,
leaders help the team member understand the consequences of their poor performance and their
responsibility in resolving it.
4. Opportunity for improvement: Bringing poor performance directly to the team member's attention
provides them with an opportunity for improvement. It allows leaders to provide constructive feedback,
identify areas for growth, and offer guidance or training to help the individual enhance their
performance. This can help the team member develop new skills, overcome obstacles, and ultimately
contribute more effectively to the team's goals.
5. Maintaining morale and motivation: Ignoring poor performance can lead to decreased morale and
motivation among other team members. Addressing the issue promptly and directly demonstrates that
the leader is proactive in maintaining standards and ensuring a fair and high-performing work
environment. It also reassures other team members that their hard work and efforts are acknowledged
and valued.
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6. Preventing negative impact: Poor performance, if left unaddressed, can have negative consequences
for both the team and the organisation. It can lead to missed deadlines, increased errors, decreased
productivity, and a decline in team morale. By bringing the poor performance to the team member's
attention promptly, leaders can prevent these negative impacts and take corrective actions to rectify the
situation.
Learning outcome 2 Provide team members with the opportunity to discuss actual or potential
issues and concerns affecting their performance.
2.1 Facilitate discussions with team members about any issues and concerns affecting their
performance.
Facilitating discussions with team members about any issues and concerns affecting their performance
is an important step in addressing and resolving performance issues. Here are some tips to effectively
facilitate these discussions:
1. Create a safe and open environment: Begin the discussion by creating a safe and open environment
where team members feel comfortable sharing their concerns. Encourage open, honest, and respectful
communication. Assure them that their concerns will be heard and taken seriously.
2. Active listening: Actively listen to the team member's concerns and issues. Give them your full
attention, maintain eye contact, and provide verbal and non-verbal cues that show you are engaged in
the conversation. Avoid interrupting or dismissing their concerns.
3. Ask open-ended questions: Use open-ended questions to encourage the team member to elaborate on
their issues or concerns. This allows them to articulate their thoughts and feelings more effectively,
leading to a deeper understanding of the root cause of their performance issues.
4. Clarify expectations: During the discussion, be clear about the expectations that the team member
needs to meet. Clearly communicate the performance standards, goals, and targets. Discuss any gaps
between their current performance and the desired performance. This helps create a shared
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understanding and sets the foundation for improvement.
5. Seek solutions together: Collaborate with the team member to identify potential solutions or
strategies to address their performance issues. Encourage their input, ideas, and suggestions. This
fosters a sense of ownership and empowers them to take responsibility for their performance.
6. Offer support and resources: Determine if the team member requires any additional support or
resources to enhance their performance. This could include training, coaching, mentoring, or access to
specific tools or resources. Discuss how these can be provided to help them overcome their
performance challenges.
7. Follow-up and monitor progress: Agree on a plan of action with the team member, including specific
goals, targets, and timelines. Schedule regular check-ins to monitor their progress and provide ongoing
support and guidance. Celebrate milestones and offer constructive feedback to keep them motivated
and on track.
2.2 Describe typical types of issues and concerns that may arise from work-related and/or personal
factors.
Issues and concerns can arise from both work-related and personal factors, and they can vary depending on the
individual and their circumstances. Here are some typical types of issues and concerns:
Work-related factors:
1. Workload: Team members may feel overwhelmed with a heavy workload, leading to stress, burnout, and a
decline in performance.
2. Lack of clarity in role expectations: Unclear expectations or role ambiguity can create confusion and hinder
productivity.
3. Inadequate resources: Insufficient resources such as time, budget, or tools can impact the quality and
timeliness of work.
4. Poor communication: Ineffective communication within the team or between team members and leaders can
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lead to misunderstanding, conflict, and reduced productivity.
5. Lack of motivation: Team members may experience a lack of motivation due to factors such as a lack of
recognition or rewards, limited growth opportunities, or a disengaging work culture.
6. Conflicts and interpersonal issues: Personality clashes, differences in work styles, or unresolved conflicts
within the team can create tension and negatively affect collaboration and productivity.
Personal factors:
1. Stress or personal problems: Personal issues such as financial problems, relationship difficulties, or health
concerns can impact a team member's overall well-being and, consequently, their performance.
2. Lack of work-life balance: Inability to effectively balance work responsibilities and personal life can lead to
stress, fatigue, and reduced output.
3. Skill gaps: A team member may lack the necessary skills or knowledge required to meet the demands of their
role, affecting their ability to perform at an optimal level.
4. Goal misalignment: Misalignment between personal goals and job responsibilities can diminish motivation
and satisfaction.
5. Lack of confidence: Low self-esteem or lack of confidence in one's abilities can hinder performance and
inhibit growth.
2.3 Explain the methods and techniques used to encourage and enable members to talk frankly about
any issues and concerns.
Creating an environment where team members feel comfortable discussing their issues and concerns
openly is crucial for effective communication and problem-solving. Here are some methods and
techniques to encourage and enable frank discussions:
1. Establish an open-door policy: Make it clear to team members that they can approach you or any
other relevant person whenever they have a concern or issue. Create a culture that values open
communication and encourages individuals to speak up.
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2. Active listening: When a team member comes to you with an issue or concern, actively listen to what
they have to say. Show genuine interest, maintain eye contact, and provide verbal and non-verbal cues
to indicate that you are attentive. Paraphrase and summarise their concerns to ensure understanding.
3. Practice empathy: Show empathy and understanding towards the team member's feelings and
perspective. Let them know that their concerns are valid and that you appreciate them sharing their
thoughts. Avoid judgment or defensiveness.
4. Provide confidentiality: Assure team members that their concerns will be handled with
confidentiality unless there is a need to involve others. This confidentiality will give them the
confidence to share their concerns without fear of negative consequences.
5. Create safe spaces: Establish regular team meetings or one-on-one discussions where team members
can openly discuss concerns and issues. Encourage an open forum where everyone is respected and
encouraged to speak their mind.
6. Use anonymous reporting mechanisms: For sensitive and delicate issues, provide anonymous
reporting channels such as email inboxes or suggestion boxes. This allows team members to report
concerns without fear of retaliation or embarrassment.
7. Lead by example: As a leader or manager, demonstrate open communication by addressing concerns
openly. Share your own challenges and encourage a culture of transparency and honesty.
2.4 Explain why it is important to provide opportunities for team members to discuss issues and
concerns.
There are several reasons why it is important to provide opportunities for team members to discuss
issues and concerns:
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1. Enhanced problem-solving: When team members have a platform to voice their concerns and issues,
it allows for a collective problem-solving approach. Different perspectives and insights can be shared,
leading to more innovative and effective solutions.
2. Improved communication: Open discussions create an environment where team members feel
comfortable expressing their thoughts and opinions. This can lead to clearer communication, fewer
misunderstandings, and improved collaboration within the team.
3. Increased trust and transparency: When team members are given the opportunity to openly discuss
their concerns, it fosters trust and transparency within the team. They feel valued and respected,
knowing that their voice is heard and their opinions matter.
4. Early detection of problems: By encouraging discussions about issues and concerns, potential
problems can be identified and addressed early on. This allows for proactive measures to be taken,
preventing the escalation of issues and minimising the impact on team performance.
5. Improved morale and job satisfaction: When team members feel that their concerns are being heard
and addressed, it leads to higher levels of job satisfaction and overall morale. They are more likely to
feel motivated and engaged in their work when they know their well-being is a priority.
6. Resolving conflicts: Issues and concerns within a team can sometimes lead to conflicts. Providing
opportunities for discussion allows team members to openly address conflicts, find common ground,
and work towards resolution in a constructive and respectful manner.
7. Personal and professional development: Providing opportunities for team members to discuss issues
and concerns allows them to develop their communication and problem-solving skills. It also
encourages self-reflection and growth as they navigate challenges and find solutions.
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Learning outcome Agree with team members a course of action which is appropriate, timely and
3 effective.
3.1 Identify and discuss possible courses of action that meet the needs (where possible) of the
individual and the organisation to overcome any issues and concerns which are affecting
performance.
To address any issues and concerns that are affecting performance, the following courses of action can
be considered:
1. Open and honest communication: Encourage team members to openly express their concerns and
issues. Create an environment where they feel heard and supported. This can be done through regular
team meetings or one-on-one discussions.
2. Active listening and empathy: Managers and team leaders should actively listen to the concerns of
team members and demonstrate empathy. This means understanding their perspective and showing
genuine care and concern for their well-being.
3. Collaborative problem-solving: Involve team members in problem-solving by engaging them in
discussions and encouraging them to contribute their suggestions and ideas. This fosters a sense of
ownership and accountability among team members.
4. Provide resources and support: Identify any resource gaps or obstacles that may be hindering
performance and take necessary steps to address them. This can include providing additional training,
support, or resources to help team members overcome their challenges.
5. Establish clear goals and expectations: Clearly communicate the goals and expectations of the
organisation and individual team members. This ensures that everyone is aligned and aware of what
needs to be achieved.
6. Performance feedback and coaching: Regularly provide feedback to team members regarding their
performance. Positive feedback can reinforce good behaviour, while constructive feedback can help
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address any issues and provide guidance for improvement.
Additional page for answers
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Additional page for answers
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Summative Formative
Assessors
Feedback
Assess, please indicate which best applies Valid Authentic Current Sufficient
Assessors signature and date
Learners Comments (optional)
Learner signature and date
IQA Signature and date (if sampled)
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