3D30

Managing Performance

TEAM LEADER/SUPERVISOR
CMI UNIT 312 MANAGING DAILY ACTIVITIES TO ACHIEVE RESULTS

CMI 312 Page 0 of 24 Version 1

» LEARNER INFORMATION

Learner name: CMI membership No: Date:

Centre name: Qualification:

Learner statement of I confirm that the attached completed assignment is all my own work, and does not include
authenticity: any work completed by anyone other than myself. I have completed the assignment in
accordance with the Institute’s approved instructions.

 Tick here to opt out I consent for this assignment to be used for assessment standardisation and where
appropriate, for the dissemination of good practice, on the understanding that the content is
anonymised.

Signed: Date:

Centre statement of On behalf of <CENTRE NAME>, I confirm that the above mentioned learner is registered at the
authenticity: centre on a Chartered Management Institute (CMI) programme of study. The learner is, to the
best of my knowledge, the sole author of the completed assignment.

Name: Job Title:

Signed: Date:

» GUIDELINE WORD COUNT

The written word, however generated and recorded, is still expected to form the majority of assessable work produced by
Learners at Level 3. The amount and volume of work for this unit should be broadly comparable to a word count of 2000-2500
words within a margin of +10%.

» AIM OF THE ASSESSMENT BOOKLET

High performing individuals impact on the performance of teams and the organisation. The aim of this assessment booklet is
to enable managers to evidence their understanding of how to use their knowledge, skills and abilities to support individuals,
not only to perform well, but to exceed expectations.
 Before you begin the assessment booklet, please read the CMI 312 unit specification thoroughly as only the content
related to the achievement of the assessment criteria will be assessed.
 Research the topics being assessed. Suggested reading/web resources are provided on the CMI 312 unit
specification. Your Facilitator may signpost you to relevant resources. Additionally, you may access excellent online
resources at ManagementDirect
 If you are enrolled on the Trailblazer Apprenticeship programme, you are encouraged to review the Apprenticeship
Standard for Team Leader/Supervisor

Completing the assessment booklet

 The assessment booklet contains a series of tasks which are clearly referenced to the relevant assessment criteria
and indicative content.
 An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of
quotations or models can be verified.
Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted) when submitting evidence on
Quals Direct

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» E-LEARNING

Further required learning to complete Tasks 1, 2 and 3, please log on to Management

Direct and complete the Learning Journey – Managing Performance
https://lighthouse.md.cmi.org.uk/LearningJourney/My
Titles covered in this course:
Complying with the Data Protection Act
Health and safety: managing the process
Health and safety: undertaking a risk assessment
Lean transformations
Performance management
Building a customer-focused organisation
Preparing for ISO9001 registration
Crosby’s four absolutes of quality
Juran’s Quality Spiral
Golden Thread
Urgent versus important
RAG reporting
SMART objectives
Setting clear and achievable goals
Setting SMART objectives
Deming’s PDCA cycle “the Deming Wheel”
Fishbone Diagrams
Solving problems
Giving feedback
Positive feedback in four steps
Handling difficult conversations
Have difficult conversations early and often
To help you to complete the tasks within this Assessment Book please
log onto your Video Arts eLearning Account and access the Level 3
Team Leader/Supervisor course. http://lighthouse.central-lms.com

Titles covered in this course:

 Jamie's kitchen: fifteen lessons on leadership
 Practical leadership
 Motivating your team
 Being a leader
 Developing your team

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» SCENARIO A

You are the manager of a small team which offers technical support to other departments.
Your team’s routine activities are to install, monitor and maintain IT systems, solve problems and faults, communicate with
internal customers via telephone, email and livechat. Non-routine activities are to attend training courses on updates to new
IT systems
Team member A works full time and has been with the team for five years. Confident and experienced, A has developed their
own way of doing things which does not follow organisational procedures.

Team member B works full time and has been with the team three months. B is just learning the job and needs extra support.

Team member C works Tuesday to Thursday, has been with the team two years, and is reliable and hard working.

Team member D works term time, school hours, and has been with the team for three years. D has not attended the training
in the upgrades to the system provided over the Summer holiday period.

Scenario A can be used to answer Tasks 1a, b and c, 2a and b, 3a, b, c and d and 4a. Alternatively, you may base your
response on a team you manage or an organisation/team you know well or may have researched.

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TASK 1: The purpose of daily work activities in the context of an organisation
When working in a management role, it is important that you understand how working efficiently contributes to the success
of the individual, the team and the organisation.

Scenario A (shown on page 3) can be used to answer Tasks 1a, b and c. Alternatively, you may base your response on a team
you manage or an organisation/team you know well or may have researched.

» TASK 1a

A working day is typically made up of a series of routine and non routine activities:
 Routine activities: these are typically completed daily or weekly, such as production, administrative and security tasks,
reporting, health and safety, equipment usage;
 Non routine activities: these may occur infrequently or unexpectedly such as training, managing emergencies and special
projects

AC1.1 Assess the scope and purpose of daily work activities in the context of an
organisation
Daily work activities may include but are not limited to routine activities fulfilled daily, meet set
objectives and include production, administrative and security tasks and activities, reporting, health
and safety, equipment usage; non routine activities occur infrequently, include training, emergencies,
special projects.

COMPLETE THE TABLE:

Routine daily work activities

Example Assessment of the scope and purpose

1. Forklift Daily Checks The forklifts in the building require daily checks of the general condition of the
equipment, leaks and visible damage are checked for as well as ensure all
components operate as required. This is done as part of our HSE matrix to minimise
the risk of accidents involving the forklift and its operation.

2. Engineers Toolbox Meeting This is carried out to allocate the days tasks, and discuss any issues that may become
apparent, with health and safety, or component shortages etc. This is carried out so
that work is prioritised correctly, and any queries can be answered or rectified
swiftly without delaying job progress.

Non-routine daily work activities

Example Assessment of the scope and purpose

1. Answering Phone calls Incoming calls to the business are answered on a daily basis however there is no
routine.

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2. Email Again, same as phone calls there is no set routine for emails coming in to the
business, and you cannot set a routine to answer them, as the timescale varies
depending on the nature of the email, some require an urgent response

» TASK 1b

Individuals and teams are required to work within legal and organisational frameworks. Some legal frameworks apply to all
organisations, whilst others are specific to the organisation and the industry it is part of.

AC1.2 Identify the legal and organisational frameworks which impact on how a team
delivers daily work activities
In the question above you looked at the legal and organisational frameworks from the manager point of
view, this question requires you to now look at how legal requirements and organisational frameworks
impact the daily work activities carried out by team. Please explain what needs to be considered by
teams in order to carry out their role effectively
NB if you organisation doesn’t have the organisational frameworks in the boxes please use another
example; organisation performance standards, customer service charters, HR and health and safety
policies, risk assessment, Lean production, quality standards and policies

INSERT YOUR ANSWER HERE:

Legal frameworks

Health When quoting for jobs we need to take into account the health and safety aspects of the tasks being requested
and Safety of us. The organisation I work for specialise in the overhaul and servicing of large industrial engines, these are in
at Work sea going vessels, or oil rigs and even power generation. These environments are usually dangerous and require
Act 1974 high levels of awareness.
The health and safety process starts at the time of quotation for us, we look at the accessibility of the engines
and engine room, sometimes the only access points to an engine room is several floors down through narrow
passage ways of which you need to move a 150kg cylinder head, whilst looking into the access issues we look at
what safety where would be required also, for example life jackets if they are boarding a vessel, we then look
into the availability of handling equipment, by this we mean, is there suitable lifting points above the engine with
certification, how we would transport the heavy objects out of the engine room, do we have any specialist
handling equipment suitable, do we need to hire any equipment, does the client have any of this equipment?.
We would look at number of manpower required to make the job as safe as possible also. At this point we would
start formulating a risk assessment and working on a method statement. This would just be a basic outline until
the job has been confirmed with a PO. Upon being given the go ahead with the job, we would make formal
copies of the risk assessment and method statement and lifting plans. We would sit down with all stake holders
and run through the programme and risk assessments etc and ensure all is fully understood and discuss any
further additions or amendments required. Once all is agreed we would get all stake holders to provide a
signature of acknowledgment. When the engineers arrive on site, they are provided with a risk assessment form
to fill in before work is commenced in case anything has changed since our initial assessment, it is usually rare for
something not to have changed. Once the engineers form has been filled out, we would have a discussion and
adjust if required and ensure all stakeholders are comfortable with proceeding. This is all done to minimise risk
to the team members, however there is other factors to consider, its not just for team members, it potentially
saves costs, it minimises down time, it lessons the risk of damage to equipment.

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General The GDPR regulations affect a number of things in the daily routine of work life, of which we all must be aware
Data of. GDPR gives staff members the right to access their personal data and ask how their data is being used by the
Protection company. The company must provide the data FOC in an electronic format if requested. The right to be
Regulation forgotten, customers can choose to remove consent from the company to use their personal data, this has an
(applies impact on marketing. We must advise customers of our intent to gather their data, they must opt in for their
from May data to be gathered. We have an effective marketing campaign and when GDPR came into effect in 2018 we
2018) were required to request all previous and on-going customers to confirm if we could hold their details on file and
send them our weekly news letters. we have also ensured the opt out button is clearly marked on all emails sent,
and our postal campaign includes a postage free opt out letter.

Organisational frameworks

quality As an organisation we use ISO9001, as the main framework in which to operate the business to ensure
standards consistent quality. By adhering to this framework our business is efficient and consistent across all areas of
the business, it also provides us with a platform t continually improve, by carrying out internal audits and
corrective and preventative action.

Environmental In 2015 we acquired the ISO14001 standard for environmental management. This was undertaken to make
Management us a more sustainable business and improve our brand reputation with he added bonus of engaging
employees to be more green. Obtaining this certification meant that new procedures were introduced for
waste disposal, aswell as having to stop using certain types of chemical we had been using for years to clean
and prepare components. Environmentally friendly products had to be obtained, and doing so meant a 10%
saving for us. It has also impacted the way we get rid of waste throughout the company, one example being
we need to employ a specialist to dispose of old computer equipment.

» TASK 1c

AC1.3 Explain how daily work activities contribute to the achievement of organisational
targets
This question requires you to explain the link between the organisational targets and the daily activities,
this should include how strategy has been developed to ensure that organisational targets are
achievable. This could include individual or team target setting. Within this answer you should give an
example of how daily activities contribute to the achievement of organisational targets. For example
increasing team sales targets to achieve a 10% increase in total year end sales.

INSERT YOUR ANSWER HERE:

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In our business we have a monthly sales target we need to achieve, each year and sometimes month this increases by
approximately 10% sometimes further if the base sales are there and makes the target to easily achieved.

Our daily work activities of providing quotations at the best possible price to our clients, and consistently sourcing new
suppliers to reduce costs assist in achieving this. As does many other factors including the building of relationships with new
and existing clients, excellent customer service, on time deliveries of orders, attendance to emergency breakdowns. We have
marketing which targets campaigns to new potential clients as well as existing.

All these daily activities contribute to increasing profits. Being a very small company it is each employees best interests to
keep a consistent high level of service to ensure the company targets are met.

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TASK 2: How to prioritise and set objectives for daily work activities
An important role of the manager is to know how to prioritise and set objectives for teams and individual to achieve daily
work activities.

Scenario A (shown on page 3) can be used to answer Task 2a. Alternatively, you may base your response on a team you
manage or an organisation/team you know well or may have researched.

» TASK 2a

In order to ensure that organisational targets can be met, it is important to understand how to prioritise daily work activities.
There are a number of techniques that can be used such as RAG (Red, Amber, Green), ABC or 123 ratings.

AC2.1 Explain how to identify priorities for daily work activities

For this answer you need to explain how to identify priorities for daily work activities, this could include tools that you use i.e.
time management, lists, Gantt charts etc, think about the list of priorities, what makes something a priority and how do you
identify this this could include the organisation, prioritisation and allocation of work and may include but are not limited to
project or business plan activities, RAG (red, amber, green), ABC or 123 rating related to business need

INSERT YOUR ANSWER HERE:

In our business we identify priorities in several ways.

Firstly, is for our workshop, 90% of the time we look at agreed delivery dates with the client, we aim to meet all deliverable
dates. Then we get the urgent jobs in, a customer cannot plan for a breakdown, so we need to be on hand to assist at any
opportunity, this does have an effect on our prioritisation, and the emergency will always take priority, this is where ultimately
customers are won and lost. To support this we have a number of engineers, of which we can easily transfer the labour from
current projects to the emergency without having an effect on other jobs.

In the tech office work is prioritised differently for different staff members. The commercial admin prioritises incoming RFQ’s,
project engineer is a bit more tricky, he has to prioritise working out the technical requirements for incoming quotations and
controlling existing projects, this is done on a daily basis and is very much ad hock without so much pre-planning, both sides
of the job are as important as each other, it generally works out current projects are worked on in the morning, this is the
time when most decision making is required, the afternoon is then utilised by the staff for work progression, and quotation
requirements are worked on in the afternoon as this is when there is generally less concentration on current projects.

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» TASK 2b

In 1981 management theorists George Doran, Arthur Miller, and James Cunningham established SMART criteria as a tool
which could be used to set objectives and manage projects. The most popular definition of SMART is “Specific, Measurable,
Agreed, Realistic and Timed.”

AC2.2 Explain how to set SMART objectives for teams and individuals to achieve daily
work activities
To complete this question you need to explain how to set Specific, Measurable, Achievable/ agreed,
Realistic/relevant, Timebound objectives, giving examples for each would help with this question.

INSERT YOUR ANSWER HERE:

At the beginning of each morning I have a meeting with my warehouse team, in this meeting I set out the achievable goals for
the day. Each month I set the team a long term goal, and we discuss progress on this long term goal also.

The daily goal is something along the lines of:

S pecific – Can you package this part, in a manner so it does not get damaged in transit, and book on courier, this is required
to go on tonight’s courier pickup, which arrives at 1500hrs.
M easurable – the part will be packaged
A chievable – All packaging is readily available in the warehouse
R elevant – it is relevant to the warehouse and the daily operation of the business
T ime Based – The courier arrives at 15:00 daily, so this time was set.

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Task 3: How to organise and allocate work
To successfully organise and allocate daily work activities to team members, it is critical for a manager to understand the tools
they could use and to identify the support and resources they may need.

Scenario A (shown on page 3) can be used to answer Tasks 3a, b, c and d. Alternatively, you may base your response on a
team you manage or an organisation/team you know well or may have researched.

» TASK 3a

There are a wide variety of time management tools can be used to effectively manage workload and pressure. These include:

Diaries, calendars and planners To do lists Lean tools

PDCA (Plan, Do, Check, Act) Cycle Standardised work procedures Time task sheets
(Deming, c1950s)

Collaboration tools Spreadsheets Apps

AC3.1 Identify tools which contribute to the efficient completion of daily work activities
Tools refers to using time management techniques (Murphy, 2000; Covey, 1989) to prioritise activities and effectively manage
workload and pressure and may include but are not limited to diaries, calendars, to do lists, planners, Lean tools, Plan, Do,
Check, Act (PDCA) Cycle (Deming, c.1950s), standardised work procedures, timed task sheets, telephone call templates, apps,
collaboration tools, spreadsheets.
Efficient may include but are not limited to work standards, budget, timeframes.) learners are required to identify TWO tools

COMPLETE THE TABLE:

Tool Contribution to the efficient completion of daily work activities

1. Standardised work procedures We mostly use standardised work procedures in the workshop, in doing so it
means that regardless of the brand of engine components are from they go
through the same rigorous overhaul and quality procedures, this also helps the
commercial side of the business, as standard repair times can be applied, and a
standard list of components to be replaced can be costed for. Another benefit is
that this also assists in prioritising workloads.

2. Spreadsheets We use spreadsheets for various tasks around the company, these are one of the
most versatile tools at a company’s disposal. We use them to create parts lists,
assist us with quotations by using it as a mark-up tool, we also use it as a
calendar/planner for our engineers, visual aids for profit and losses etc
There are many different levels to a spread sheet and they can be as easy or as
complicated as one wishes.

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» TASK 3b

Team members may need support to maintain and improve their performance and this may be provided by a manager
providing instructions, guidance and feedback, role modelling values and behaviours or providing access to coaching,
mentoring, buddies and peer support.

AC3.2 Outline the support provided to the team to complete daily work activities
This question requires you to outline what support a manager can provide to ensure that a team can
complete daily task effectively. This can be achieved by both formal and informal methods and over a
short or long term. Examples include; supporting team development and improving performance through
role modelling values and behaviours, coaching and mentoring, giving feedback and the management of
change and may include but are not limited to buddies, peer support, super-users, information, advice
and guidance, instructions, quality standards, one to one and team meetings, codes of practice and
monitoring.

INSERT YOUR ANSWER HERE:

A manager can identify training requirements within his team to complete daily work activities, this may include providing
them a buddy that has more experience or sending them on a training course.
Some performance gaps can be closed by coaching employees, there are various models that can be used such as GROW,
POSITIVE & PRACTICE.
Team building activities can be an effective way to support the team in completing daily activities, this is a fun way to help
improve the communication within the team, but also encourage creativity, develop leadership, strengthen problem solving
and build on the teams planning and strategy skills.
Effective delegation is another method to complete daily work activities, this is achieved by setting clear goals, providing
support where required etc.
Feedback is also a very effective tool to be used to complete daily work activities, good or bad employees should be informed,
however feedback from the employees to the manager is also extremely effective.

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» TASK 3c

In order to do their job, the team will need to use resources (e.g. equipment, materials, budget, vehicles, facilities, production
line or business premises) effectively.

AC3.3 Identify the resources provided to the team to complete daily work activities
For this answer you are required to identify three resources for example equipment, materials, budget, vehicles, facilities,
production line or business premises and explain what daily activities are completed using this resource

COMPLETE THE TABLE:

Resource type Explanation of daily work activity completed using the resource

1. Vehicles Vehicles are made available to staff members to carry out any required
journeys. Our engineers use the vans to load up tools and spare parts tand
take them to site to carry out the service or overhaul. The company car is
also used to travel to client meetings by whomever is required to travel to
the meeting.

2. Tooling The warehouse and engineering team are provided with an array of tools to
complete there daily tasks. The warehouse has packaging tools like the heat
shrink torch and impact gun to assist with he packing and un-packing of
goods. The engineers are provided with engine specific tools to complete
there daily tasks as and when required.

3. Computers The workforce are provided with computers to complete there daily tasks,
these are used for SOP’s , accounting, emails, letters, report writing etc etc
etc.

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» TASK 3d

When allocating work to the team, the team leader will need to consider the nature of the task (for example, how complex it
is and who is accountable for it) as well as the skills, experience and work patterns of team members.

AC3.4 Explain how work is allocated to the team members

For this answer you need to explain how you allocate work to team members, what factors do you need to consider this may
include factors relating to the person (for example, skills, experience, work pattern) and to the nature of the task (for example,
issues of accountability, responsibility and authority)

INSERT YOUR ANSWER HERE:

When allocating work to staff members I asses firstly there availability to carry out the task, they may be carrying out an
alternative task, or on annual leave, out on a job etc. I then assess their skill set, whom has the training and / or the prior
experience to work on this specific engine / task. I also asses their suitability in terms of customer satisfaction, are they
competent enough to run the job on-site (will they take ownership and accountability), or are they more suited to being the
help / 2nd pair of hands. Will they meet the customer requirements and requests etc.

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TASK 4: Monitoring outcomes and responding to problems
In order to ensure that daily work activities are completed in a timely manner, it is vital for the team leader to monitor
outcomes, respond to problems and know when to escalate issues that may be beyond their limits of authority.

Scenario A (shown on page 3) can be used to answer Task 4a. Alternatively, you may base your response on a team you
manage or an organisation/team you know well or may have researched.

» TASK 4a

A range of methods can be used to monitor the progress of work activities. These include:

Compiling data and information Quality measures Visual controls (e.g. charts, display
boards, scorecards, dashboards,
visibility wall)

One to one meetings Huddles Problem tracking

Activity tracking tools Feedback

AC4.1 Explain how to monitor actual progress of work activities against planned
performance
Monitor may include but is not limited to data and information, quality measures, visual controls (such as, charts, display
boards, scorecards, dashboards, and visibility wall), one to one meetings, huddles, tiered meetings, problem tracking, activity
tracking tools and feedback

COMPLETE THE TABLE:

Method Explanation of how to use method to monitor actual performance of work

activities against planned performance

1. Microsoft Project We regularly use MS Project to keep track of project performance, as work
activities progress these are marked accordingly to their progress. MS Project has
deadlines and milestones inserted by ourselves and then we send these over to
the client for approval, once it is approved this is the timescale we adhere to.

2. Feedback Staff members provide me feedback of the progress made daily. This will be the
engineers advising on the days progress with the engine build.

3. One to One meeting These are constructive to build an individual team member. There are many
reasons one to ones can be used, one example of this is to make an under-
performing team member perform. Weekly meetings to discuss progress with
the individual can be held and logged and used as a record of monitoring.

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» SCENARIO B

You are the manager of a small team which offers technical support to other departments.
Team member A works full time and has been with the team for five years. Confident and experienced, A has developed their
own way of doing things which does not follow organisational procedures.
Team member B works full time and has been with the team three months. B is just learning the job and needs extra support.
Team member C works Tuesday to Thursday, has been with the team two years, and is reliable and hard working.
Team member D works term time, school hours, has been with the team for three years. D has not attended the training in the
upgrades to the system provided over the Summer holiday period.
On the whole the team works well together, however a few issues have emerged. For example, you have noticed that team
members A and B are working quite closely together. However, there is little contact between all four members of the team,
and team members C and D are frequently left out of conversations. This has resulted in team members C and D not being
fully aware of day to day problems with the IT systems.
You notice that team member B has started to use some short cuts, which are not standard practice, and which they seem to
have learned from team member A.
Also, you have seen a document on the photocopier which seems to be a flyer for a business run by
team member C’s partner.

Scenario B can be used to answer Tasks 4b and c. Alternatively, you may base your response on a team you manage or an
organisation/team you know well or may have researched.

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» TASK 4b

As important role of the manager is to understand how to respond to problems which may impact on the delivery of daily
work activities, when to take corrective action and where they may need to escalate and report issues to a more senior
manager.

AC4.2 Explain how to respond to problems which may impact on the delivery of daily
work activities
Using the table below you need to complete a response to the problems outlined. Your response may include corrective
actions, escalation procedure, reporting to a more senior manager, training and development needs, resource needs

COMPLETE THE TABLE:

1. John and John and Anne will be invited into the office individually to discuss the disagreement one to one. I will then
Anne have invite both to a meeting so we can all discuss the matter, and how they both feel about the situation.
had a
I will then make them aware of the impact on the rest of the team and ask them to come to a decision
disagreement
based on the points we discussed.
about how to
complete a Once decided they will both be asked to shake hands and agree the matter is resolved and carry on with
task set by their work. A timescale would be set for an improvement in attitude towards each other and a review
their would be setup for 2 weeks time. Should there be no improvement this will be escalated to HR and a
manager formal record made as to their behaviour.
which is
impacting on
the team

2. An I would ask the purchasing manager to find out what has happened with the stocks and when we are likely
important to receive it. I would then inform my line manager regarding the situation. I would offer a solution which
delivery of would most likely be to postpone the date of sale, or take pre-orders, and request agreement from them
new stock before proceeding. I would request a formal plan of action to be undertaken with an aim to alter
has not procedures to ensure this situation does not re-occur at a later date.
arrived at site
and is due to
be on sale
today.

3. A Complaint details will be noted down and filed. Upon the drivers return I would request a chat with them
customer has and discuss the complaint in a manner to obtain their side of the story. I would obtain their side of the
put in a story, once armed with all the information I would then decide how to proceed. This may require a formal
complaint warning depending on what is discussed and the situation of which arises. There is always different sides to
about the a story and sometimes customers do like to complain over nothing. Being a driver manager in the past I
service have come across this situation and have also been the one complained about.
received by
My example is that I was driving to work on very snowy morning through country lanes, the lanes had been
one of the
gritted through the night, I was driving what I perceived to be carefully, I came up to a vehicle moving
delivery
extremely slowly, much slower than the conditions required (speed limit was 60, slow vehicle was doing
drivers
twenty and I was doing 40). I overtook when the road was straight and was careful by giving the other
slower vehicle plenty of room. I was driving a sign written van. The slow-moving driver took my details and
made a complaint about my “reckless” driving.
The manager took my side of the story and then called the customer and requested them to explain the
events and what speed they were travelling at. He apologised that they felt this was an unsafe manor and
that I had been spoken to.
Sometimes even if your in the right when a customer is involved it’s just best to tell them what they wish to
hear.
NOTE: This isn’t always the case and sometimes the driver is wholly at fault, and occasionally a full
investigation has to take place, sometimes a reminder as to the expected driving standards is required,

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 there is many variables and unknown’s in this question.

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» TASK 4c

From time to time it may be necessary to have difficult conversations with team members, which may include topics of a
personal nature, under-performance or unethical behaviour.

AC4.3 Explain how to provide constructive feedback and have difficult conversations
with individuals
For this answer you are required to explain how you provide constructive feedback, what must you ensure you do to prepare
for this and what must the conversation include i.e. information is specific, issue focused and based on observation. You must
also explain how to have difficult conversations, what you must ensure you do to prepare for this and what you must and
must not to do during the conversation this may include but is not limited to topics of a personal nature, under performance,
unethical behaviour.

INSERT YOUR ANSWER HERE:

To provide constructive feedback you must be direct and get to the point quickly, this is not the time for an excess of
compliments or feedback sandwiches (explanation from google: sandwich feedback consists of praise followed by corrective
feedback followed by more praise. In other words, the sandwich feedback method involves discussing corrective feedback
that is “sandwiched” between two layers of praise.) as these constructive feedback methods mask the point of the
conversation and lessen its impact. Difficult conversations become difficult when the delivery is muddled. It may seem harsh
to dive right into the critique however I believe it is doing the other team member a favour, most of the time the person
you’re talking to knows that a critique is coming, so rather than beat around the bush it’s best to just get to it.
You also need to be specific; this means being honest and thorough with your feedback and fully clarify the reason for the
conversation. Provide as many concrete examples as possible so that the person understands that these are no pulled from
thin air.
It is best to plan the conversation prior to it taking part, you need to think of what and how to say what is required, as well as
prepare for answers/questions they might provide / ask. The more prepared you are the easier it will be to not get flustered
and stay even tempered, thus delivering a solid critique. The language used also needs to be thought carefully about, as the
actual words used in the critique do matter greatly and have an effect on the effectiveness of the meeting. The reason for the
critique must be outlined clearly, you also need to talk about the outcome you would like to see, it would also be
advantageous to explain to them what a strong team would look like and gives the person something solid to work towards
and assist them in understanding why they are being critiqued.

» TASK 5c

302 AC5.3 Identify methods of monitoring team performance

Explain what the following methods of monitoring feedback are and why they are used

INSERT YOUR ANSWER HERE:

Monitoring Why are these used

Method

CMI 312 Page 18 of 24 Version 1

key There are 2x types of KPI’s to monitor team performance, quantitative & qualitative.
performance
Quantitative – Overall task program, workload efficiency, timesheet submission, task dependencies
indicators.
Qualitative – Mentoring time, collaboration, stakeholder satisfaction, communication
To use KPI’s effectively the two types should be blended in order to gain a complete metric for team
performance. To achieve this a clear objective should be given, they should then be shared with the whole
team so that everyone is on the Same page, update the team if required (objectives can change), and review
weekly to ensure the tasks are being progressed, and everyone stays informed on what you’re and how your
measuring.
The key performance indicators created need to be aligned with the organization and project, they need to be
realistic and must be actionable.

customer Customer feedback is an invaluable tool for monitoring performance, they are the ones buying your products
feedback and services, and are very well placed to offer feedback and are generally brutally honest, however positive
feedback is quite rare. This level of honesty is welcome as it allows you to home in on the issue and rectify it.
In general systems, processes and a good performing team of staff should stave off most of the bad feedback
allowing you to concentrate more on the worst.
Customer feedback can be gathered in several forms, either via customer satisfaction surveys, a phone
conversation, an email etc
The results of customer service can be used to improve many aspects of the business and implement systems
and processes.

discussion Team members can provide feedback on each other and as well as the struggles they come across on a day to
with team day basis, and can also provide feedback on yourself, which you can use to evaluate your own performance.
members
It is important to not take everything from team members at face value, as truth can often be twisted to
better support their particular issue, however by reading through the lines you can gather vital feedback and
be able to gauge performance.

» TASK 5d

AC5.4 Explain how to provide feedback on individual and team performance

Feedback is essential to individuals and teams to ensure that they are aware of how they are performing.
In this question you are required to explain how to provide feedback to others, this includes how a
manager would prepare to deliver feedback i.e. sales figures to demonstrate performance, how
individuals and teams prefer to receive feedback i.e. face to face or via reports, and why the manager
needs to ensure feedback is delivered effectively

INSERT YOUR ANSWER HERE:

CMI 312 Page 19 of 24 Version 1

To provide constructive feedback you must be direct and get to the point quickly, this is not the time for an excess
of compliments or feedback sandwiches (explanation from google: sandwich feedback consists of praise followed
by corrective feedback followed by more praise. In other words, the sandwich feedback method involves
discussing corrective feedback that is “sandwiched” between two layers of praise.) as these constructive feedback
methods mask the point of the conversation and lessen its impact. Difficult conversations become difficult when
the delivery is muddled. It may seem harsh to dive right into the critique however I believe it is doing the other
team member a favour, most of the time the person you’re talking to knows that a critique is coming, so rather
than beat around the bush it’s best to just get to it.
You also need to be specific; this means being honest and thorough with your feedback and fully clarify the reason
for the conversation. Provide as many concrete examples as possible so that the person understands that these are
no pulled from thin air.
It is best to plan the conversation prior to it taking part, you need to think of what and how to say what is required,
as well as prepare for answers/questions they might provide / ask. The more prepared you are the easier it will be
to not get flustered and stay even tempered, thus delivering a solid critique. The language used also needs to be
thought carefully about, as the actual words used in the critique do matter greatly and have an effect on the
effectiveness of the meeting. The reason for the critique must be outlined clearly, you also need to talk about the
outcome you would like to see, it would also be advantageous to explain to them what a strong team would look
like and gives the person something solid to work towards and assist them in understanding why they are being
critiqued.

While providing constructive feedback goals can be set using the GROW method. A clear Goal could be advised, is
this goal Realistic, look at different Options, this can then be actioned as a Way forward.

For example, I want Tim to learn the counter balance fork truck – this is the goal.
Is this a realistic goal, does it fit with his job, Tim can already drive the reach truck so he is not that far away from
achieving his goal.
What options do we have, do we do in house training or do we send him offsite, we decide on in-house.
Way forward, we book a date for the Instructor to come to the warehouse and teach Tim how to drive the
counterbalance fork truck. This will achieve his goal.

CMI 312 Page 20 of 24 Version 1

» APPLYING THE LEARNING – OFF THE JOB ACTIVITIES

Recognising your Off the Job Learning Activities

Workshop (lighthouse logs this) 7 Hours

Post Course CMI Management Direct Resources 6 Hours
LMS resources 3 Hours

Following the completion of your workshop there are some activities that we ask you to
complete to build your portfolio of skills evidence. Please complete these activities and
submit the evidence with your assessment book.

Post Workshop Activities 12 Hours

TASKS
At the beginning of your programme you were asked to complete a Management of Self
Workbook including activities reflecting on your own learning and personality styles
which then informed your Personal Development Plan.
As a Team Leader/Supervisor you are required to manage the performance of your team.

Having considered the targets for your team you are now required to complete evidence
of setting individual targets to your team members.

To complete this task you must:

Identify and explain the team priorities.
The parts team are required to source parts and organise/despatch as required. They
maintain stock levels and carry out regular stock takes and general housekeeping.
Priorities do change as required to meet business demands, and the team are expected to
work overtime if required, there is occasions when projects are urgent

Identify two of your team members and summarise their role within the
organisation.

Team Member 1 – TR – Storeman – Picks parts for parts only orders and in-house
projects, he is responsible for the secure packaging of all parts and completed projects to
ensure they don’t get damaged in transit. He will book couriers to despatch the items and
he is responsible for checking items that arrive into stores. He also carries out rotational
stock taking as part of his day to day when there is a lull in workload.

Team Member 2 – GP – Parts Manager – Sources diesel engine spare parts and any items
associated with the application of the industrial diesel engine, he will gather parts pricing
for in-house engineering projects and parts only enquiries. He oversees the running of
the stores and storeman and sets daily tasks for the storeman to carry out.

CMI 312 Page 21 of 24 Version 1

 Carry out an appraisal/review with the two team members and deliver feedback on
their performance identifying areas of development.

BME168.pdf BME168.1.pdf

Complete a Personal Development Plan with each team member ensuring that you
are providing deliverable actions and a method of monitoring outcomes.

BME167.pdf BME167.1.pdf

The team members that you will be appraising/reviewing will be asked to complete
feedback on this task.
Feedback – Tim Ramplin - Overall i agree with everything you have highlighted in the form. I feel breaking down the Stock
take into smaller tasks makes it less daunting and means we can update Stock Levels on a more regular basis.

As for gaining lifting experience with the Workshop, again as highlighted in my initial interview, having come from a different
sector of Warehousing this will be an ongoing learning process, and any more experience or further training i can gain will be
appreciated,

With regards to stock already in the stores, we do need to make company decisions on which stock is of real value, and which
can be moth balled, thus giving us more flexibility to move our rented space into better locations, too suit both parties.

I thank you for your continued support with these matters, and feel confident we together can achieve targets in the future,

Subject_
Feedback_.msg

Gary Paul - declined to provide feedback.

Feedback on
Performance Review .msg

Once you have completed this Assessment Book please submit onto your Quals Direct
portfolio with the evidence gathered from the workplace. https://login.quals-
direct.co.uk/

The research and time you have spent completing these feedback tasks can be used as
your Off the Job hours to be added to your Learner Journal on Quals Direct. Remember it
is the time you spend doing the activities within the workplace and not how long you
have spent writing them up. In addition to the work for your assessment evidence we
have some suggestions of areas you could add to your Learner Journal on Quals Direct to
contribute towards your hours these are listed below:

CMI 312 Page 22 of 24 Version 1

  Complete reflection on having difficult conversations – what was the situation, how
did you prepare and what was the outcome?
 Identify behaviours of self and others, how have the following been demonstrated;
taking responsibility, agility, professionalism and inclusivity. Give examples of the
situations that demonstrate these behaviours.
 Complete a reflection on SMART planning for your team, what were the plans and
how did you create your plan?
 How have you monitored the performance of your team, what techniques did you
use and how effective where these?
 Complete your reflections of Action Logs from workshop.

CMI 312 Page 23 of 24 Version 1