Unit Code: BSBLDR413

Student name: THI CHI KIM PHAN

Student ID: AIBL223747
Trainer name: ARUN CHAUHAN
Assessment 2
Date: 10/12/2022

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 ASSESSMENT 2
Task 1: Prepare to Facillitate Collaboration
Identify at least two methods you can use to encourage your team to collaborate to
complete a team task.
Method 1: Recognise good work
Inevitably, there will be some mistakes along the way for our teams. No one
ever responds well if they are called out and criticized harshly for making a
mistake or failing to reach a goal. Instead, use these situations as an opportunity
to learn what didn’t work this time and to make better plans going forward.

Method 2: Engage in networking

Bring people together in a low-key manner and allow them to get to know each
other without feeling as though they are attending a corporate event.

Method 3: Provide support

An organization can’t grow if it continues to do the same things, in the same

way. Set aside time for my team members to question the way things are done
without being judged. Hold brainstorming sessions where team members can
share ideas. Let them know that they can shut off the internal editor that tells
them their idea can’t be done.

Method 4: Communicate expectations clearly

I need to let my employees know exactly what i expect from them. Let your
employees share any thoughts they have about working collaboratively, whether
they are positive or negative. The positive thoughts can be supported and any
concerns can be addressed openly from the outset and fosters collaboration
improvement among the entire team. This way of dealing with issues sets the
tone for the team’s work style.

Method 5: Focus on strengths

Method 6: Identify areas of improvement

The work environment should be a supportive one where everyone on the team
feels that their contributions are appreciated. It takes time and effort to build
trust in the workplace.

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Task 2: Prepare to Lead Team Members

A. Complete the table below

Identify the title of each accessed legislation relevant to each of the following
situations
For each legislation accessed, outline all requirements you must follow during
each corresponding situation

Situation Legislation
Title: Fair Work Act 2009
Resolving Workplace Problems Requirements:
Step 1: Identify the issue. It’s
important to work out exactly what
the issue might be. It’s important to
take action as soon as possible so that
the problem doesn’t escalate.
Step 2: Check the law
An easy way to fix issues at work is
to make sure i am following the law.

Step 3: Resolving the issue in the

workplace
Once i have identified the issue and
checked the law, arrange a time to
speak with my employer or employee
about the issue. I should prepare for
this discussion by knowing the issues
i want to talk about. It is also helpful
to prepare some suggestions for ways
to resolve the issue.

Title: Equal Employment

Dealing with Poor Performance Opportunity Act (Commonwealth
Authorities) 1987
Requirements:
The main focus of Equal
Employment Opportunity (EEO) Act
is to ensure: Fair work practices, The
making of unbiased decisions,
Recognition and respect of various
cultural and social background of all
staff and customers, Training

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 development which meets employee
needs and customer satisfaction.

Guidline:
Step 1 — Identify the problem
Get any documents that demonstrate
the problem, such as business
statistics, examples of the
employee’s work or customer
feedback. Make copies to give to the
employee.

Step 2 — Assess and analyse

organise a meeting with your
employee to discuss it. Let the
employee know the reason for the
meeting in advance so they can
adequately prepare. If i will be going
through specific documents, provide
copies to the employee before the
meeting.

Step 3 — Meet with the employee.

It’s important the meeting takes place
in a private, comfortable, non-
threatening environment, away from
distractions and interruptions. The
meeting should not be overheard by
others.

Step 4 — Agree on a solution. After

discussing the problem, me and my
employee should work together to
find a solution. Employees are more
likely to improve their performance
if they feel they have contributed to
this process.

Step 5 — Monitor and review. Both

me and the employee should keep a
copy of any updated performance
improvement plan. Once the

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 performance has improved to a
satisfactory level, acknowledge that
the issue has been resolved and
discuss how the improvements will
be maintained.

Tile: Racial Discrimination Act 1975

Resolving Workplace Conflicts
Requirements: If possible and
appropriate, the employee should try
to resolve the matter directly with the
people involved.
If it can't be resolved in this way, the
employee should refer their
grievance to their manager. The
employee should inform the manager
about the: nature and details of the
grievance, outcome the employee
would like to see.
The higher management level
decides what action (if any) is
appropriate and if the complaint
needs to be investigated further. It
then notifies the employee of the
decision in writing.

B. Complete the table below

Identify the title of each accessed organisational policy and procedure relevant
to each of the following situations
For each organisational policy and procedures accessed:
Outline at least one policy statement relevant to each situation
Outline at least one set of procedures relevant to each situation

Situation Organisational Policy and Procedures

Title: Problem resolution policies

Resolving Workplace Problems
Policy Statement: Fair work
information statement
Progressive discipline policy

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 Procedures: For less severe
infractions, the initial disciplinary
action may be a verbal warning. The
discussion between the employee and
manager should be serious and
professional in manner to ensure that
the employee clearly understands the
established standards and
expectations with regard to his/her
unacceptable performance or
behavior. A written record of the date
and content of the discussion should
be maintained in the appropriate file.

A written warning may be issued if

the unacceptable behavior is more
severe or frequent in nature and/or a
verbal warning has already been
issued. The written warning should
outline the undesirable behavior,
state expectations, and indicate the
consequences that will occur if there
is no improvement in performance.
Written warnings should be
forwarded to the Office of Human
Resources for placement in the
employee’s official personnel file.

Title: Reward and recognistion for

Dealing with Poor Performance high performing staff
Policy Statement: Employee relations
policy and procedures
Performance management policy and
procedures
Procedures: At the conclusion of the
evaluation cycle, the manager meets
with the employee to conduct the
annual performance review. If
SMART goals have been set
(planning phase) and ongoing
communication/feedback has taken
place (managing phase), the overall
outcome of the annual review should
come as no surprise to the employee.

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 When merit increases are available,
employees may receive an increase
to their annual base pay as a reward
for meritorious performance. It is
important to remember that
performance increases should be
differentiated between employees
based upon their overall performance
ratings and, in general, top
performers should receive higher pay
increases.

Tile: Standard expressed in

Resolving Workplace Conflicts legislation and regulations such as
anti- discrimination legislation
Policy Statement: Conflict resolution
policy and procedures

Mediation policies and procedures

Procedures:
Step 1: Discussion with supervisor
Step 2: Written complaint and
decision
Step 3: Appeal of decision
In summary the informal conflict and
grievance resolution process is as
follows:
Initiate a discussion
Identify the “real” conflict
Listen to all points of view
Recognise and respect feelings
Explore ways to resolve the conflict

C. Identify at least one technique that you can use for each situation provided.

Ensure that each technique is based on legislative and organisational

requirements for each situation identified in questions a and b.
Situation Technique

Resolving Workplace Problems Talk to team members one-on-

one: Some people may be less

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 comfortable sharing their ideas in a
group setting. Discuss the issue with
team members individually and
encourage them to share their
opinions without restrictions—you
might find some more detailed
insights than originally anticipated.
Break out of your routine: If you're
used to brainstorming in a conference
room or over Zoom calls, do
something a little different! Take
your brainstorming meeting to a
coffee shop or have your Zoom call
while you're taking a walk. Getting
out of your routine can force your
brain out of its usual rut and increase
critical thinking.
Think logically and show your
work. Candidates who performed the
best arrived at specificquestions and
followed a linear path of thinking.
For McKinsey, the goal wasn’t just
to see who found the correct answer.
It was to see how candidates arrived
there.
Look for preventative solutions that
reach the same conclusions.

Self-review - ask employees to

Dealing with Poor Performance complete a short self-review ahead of
the performance review - this helps
employees feel more involved with
and committed to the process.
Reward - recognise and reward
employees who do a good job. This
doesn’t have to be a financial reward.
Many employees appreciate a simple
Acknowledgement of their effort or
achievements.

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 discussions - meet with employees to
set clear performance expectations,
discuss and record their individual
performance goals and training needs
feedback - monitor employees’
performance and provide regular,
specific feedback, in a timely
manner, about things they do well
and things they can improve on.

Negotiating to resolve conflict

Resolving Workplace Conflicts between disputing parties
Mediating to resolve conflict
between disputing parties.

The employee and their manager

must first try to resolve the dispute
through discussion. If this is
unsuccessful, then senior
management discusses the matter
with the employee to try and resolve
the dispute. This could involve one
or more escalations to senior
managers, depending on the structure
of the business.

An employee, the employer or their

representatives may refer the dispute
to the Fair Work Commission after
all appropriate steps have been taken
within the workplace. The Fair Work
Commission can deal with a dispute
through conciliation, mediation or, if
agreed by the parties, arbitration.

Encourage open communication

Whatever the size or nature of the

business, employees need to know
who to speak to about their issues or
grievances, and what action will be
taken to attempt to resolve them.

Encourage employees to
communicate their problems openly,

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 honestly and respectfully. Managers
need to know how to prepare for
these conversations, what to say, how
to listen and how to explore ways to
resolve the issue.

Manage change

Many disputes occur when there has

been a change in the workplace.
Change can have a significant impact
on employees, especially if it was
unexpected. It can leave them
uncertain or even anxious or afraid
about what the change will mean for
them, which can lead to
misunderstandings and disputes.
Good communication and a
consultative approach can help to
minimise conflict.

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