Foundations of Financial Planning - Kaplan Professional Web viewBSFLM311CSupport a workplace learning environment. ... •establish a workplace conducive to learning ... word documents

ASSIGNMENTFirst Level Leader Program

Certificate IV in Frontline Management (BSB40812)

Due date: 27 July 2015

Student identification (student to complete)Please complete the fields shaded grey.

Participant name:

Role:

Location:

Email:

Assessment declaration (student to complete)To be completed by participant after completing all assessment tasks.

You must read and acknowledge this declaration:

DECLARATION: Evidence of assessment contains no material which has been produced by any other person except where due reference is made. The assessment allowed me to genuinely demonstrate my competence of skills and knowledge relevant for units of competency covered by this statement.

Participant name:

Participant signature:

Date:

QBE_CertIVFLM_AS_v1 © Kaplan Education Pty Limited

Before you beginRead everything in this document before you start your assignment.

The assignmentThe assignments are designed to provide evidence to enable assessment against the 10 units of competency of the Certificate IV in Frontline Management (BSB40812). The assignments include workplace tasks such as knowledge questions, projects and workplace performance which are validated by your manager.

When you hand in your assignment, it is important that the assignment is all your own work and in your own words. Include the name and web link of any websites you have used to research your answers. It is also a good idea to avoid sharing your written answers with other students, so that your assessor can be sure that the assignment is all your own work.

For more information, go to: <http:// www.kaplanprofessional.edu.au > Current students Student policies.

BSBWHS401A Implement and monitor WHS policies, procedures and programs to meet legislative requirements

BSBMGT401A Show leadership in the workplace

BSBMGT402A Implement operational plan

BSBWOR402A Promote team effectiveness

BSBLED401A Develop teams and individuals

BSFLM311C Support a workplace learning environment

BSBINN301A Promote innovation in a team environment

BSBMGT403A Implement continuous improvement

BSBWOR401A Establish effective workplace relationships

BSBWOR402A Develop work priorities

Portfolio of evidenceThe portfolio of evidence is a collection of work samples to demonstrate that you have applied leadership skills and knowledge in the workplace.

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http://www.kaplanprofessional.edu.au/

Evidence guideThe evidence guide shows modules/learning which relate to your role and validated by your manager. The modules required for the units of competency are listed below:

(Some modules/learning are required for more than one unit of competency).

Units of competency Modules to complete Mode Completion date

BSBMGT401A Show leadership in the workplaceBSBMGT402A Implement Operational PlanBSBWOR402A Promote team effectivenessBSBLED401A Develop teams and individualsBSFLM311C Support a workplace learning environmentBSBINN301A Promote innovation in a team environmentBSBMGT403A Implement continuous improvementBSBWOR401A Establish effective workplace relationshipsBSBWOR404B Develop work priorities

First Level Leader Workshop 1

Instructor led

BSBMGT401A Show leadership in the workplaceBSBMGT402A Implement Operational PlanBSBWOR402A Promote team effectivenessBSBLED401A Develop teams and individualsBSFLM311C Support a workplace learning environmentBSBINN301A Promote innovation in a team environmentBSBMGT403A Implement continuous improvementBSBWOR401A Establish effective workplace relationshipsBSBWOR404B Develop work priorities

First Level Leader Workshop 2

Instructor led

BSBWHS401A Implement and monitor WHS policies, procedures and programs to meet legislative requirements

Supplementary QBE WHS Workbook

On the job

You and your manager will need to sign off the evidence guide and submit it as confirmation of learning undertaken.

Validation of completion of evidence guide modules

Manager name:

Manager signature:


Date:

Transcript attached: Yes/No

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Knowledge questions

People leadership — Team effectiveness

Scenario: Kyle’s team meeting

Kyle is the team leader and he is about to lead his weekly team meeting. The next three (3) questions are in the context of this team meeting.

Question 1

As Kyle walks towards the meeting room, he is thinking about the qualities of an effective leader. Choose four (4) qualities of an effective leader which would help Kyle to effectively lead the team meeting.

<type your answer here>

Question 2

As the team reviews the weekly team results, Phoebe says, ‘Everyone knows the stats are impossible to achieve, otherwise everyone would get prizes all the time’. Tom adds, ‘Yes I agree’. How could Kyle challenge the idea that Phoebe has raised in a team in a constructive way?


Question 3

Choose one important value from the One QBE Vision and Values. What could Kyle do in this team meeting to revisit this value and encourage the team to focus on this value in their work?


End of Scenario

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Question 4

Describe a workplace example of when you were able to turn a difficult situation into a positive outcome and answer the following:• How did you identify and analyse the situation?• What negotiation and conflict management techniques/styles did you use to assist resolve the

situation?• Did you need to consult with other personnel and/or guidelines/legislation to assist resolve the

situation?• What was the outcome?• What further action/follow up was required?• How did the situation impact your personal stress levels and how did you overcome it?


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People leadership — Effective workplace relationships

Question 1

Tick a work-place policy or legislation from the list below, which influences the way you develop and maintain effective business relationships: QBE’s Code of Conduct Policy QBE’s Use of Facilities Policy QBE’s Appropriate Workplace Behaviour Policy QBE’s Whistle Blowing Policy Equal Employment Opportunity (EEO) Financial Services Regulation (FSR) General Insurance Code of Practice Fair Trading Complaints and Incidents Privacy Insurance Contracts Act ONE QBE Vision and Values.

(a) How does this policy or legislation influence your internal relationships at QBE?


(b) How does this policy or legislation influence your external business relationships?


Question 2

How do you adjust your interpersonal style to lead a diverse team (flexible work arrangement, age, gender, ethnicity, disability etc.)?


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Question 3

Give an example of a website that you have used for ideas to lead your team. Provide the web link and how you used the website.


Question 4

How do you ensure that issues raised by your team are dealt with promptly?


Question 5

Give an example of when you guided team members to resolve their own work difficulties. Ensure that the example follows the QBE ‘teach don’t tell’ coaching model.


Question 6

How would you decide who to involve in a project team?


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Question 7

A network is a system of interconnected people and organisations. The key to establishing beneficial networks lies not so much in being ‘well connected’ but in understanding the way professional relationships work and knowing how to build and use a network. Networks can be used to track industry trends, share information and develop contacts. Networks can be in social media, in industry associations and other gatherings of professionals.

Brainstorm a list of ways you could develop your network at QBE and externally.


Question 8

What are the benefits to QBE when you maintain effective networks?


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People leadership — Learning and development of the team

Scenario: Managing Tony’s performance

Tony is a member of Alison’s team at QBE and he has been in the team for seven months. Although Tony is a very likeable character, he tends to be unfocused and distracts other team members at times. Tony is underperforming in comparison with his KPIs.

Answer the following questions about this scenario:

Question 1

Describe the process at QBE for addressing unsatisfactory performance.


Question 2

How should Alison collect feedback on the performance of Tony and other members of the team?


Question 3

If you were Alison, how would you encourage Tony to explain his performance targets and evaluate his own performance?


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Question 4

How could Alison encourage Tony to identify areas for improvement and set a plan to achieve his performance targets? Remember to use ‘Teach not tell’.


Question 5

What is the purpose of the QBE Professional Development Plan (PDP)?


Question 6

How should Alison monitor and evaluate Tony’s career development needs?


Question 7

How should Alison monitor and evaluate Tony’s development and progress with his PDP?


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Question 8

How could Alison provide recognition to Tony when he achieves his performance targets?


Question 9

Alison has identified that her team are having difficulty managing dissatisfied clients. How could Alison address this learning need?


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Work health and safetyThis reference is to assist you in answering these questions on Work, Health and Safety. http://iq.qbe.com/Employeesupport/WHS/index.htm

Question 1

What are the responsibilities of the WHS committee in QBE?


Question 2

Describe the following Work Health and Safety documents that we keep here at QBE for compliance purposes are:

(a) Incident reports (reported through YourQInfo)


(b) Incident investigation reports (also through YourQInfo)


(c) WHS Floor Inspections:

A blank copy of the WHS floor inspection can be found on our Policies and procedures page on iQ. (What documentation needs to be kept for WHS compliance?)


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http://iq.qbe.com/Employeesupport/WHS/index.htm

Question 3

How would you ensure that your team maintains safe work practices?


Question 4

Beth explains to her leader Vicki that there is a hazard in the corridor, where the corner of a damaged filing cabinet has a sharp edge. What should Vicki do in response to the hazard raised by Beth?


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Business results — The operational plan

Question 1

Outline briefly the operational plan for your business unit.


Question 2

Outline briefly your team plan and how it fits within the Business Unit operational plan.


Question 3

SLAs (Service Level Agreements)

(a) What are the SLAs in your job role and for your team? (Choose a minimum of 3 SLAs).


(b) What are the implications of not meeting your team’s SLAs?


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Question 4

What systems and processes are used at QBE to track the performance of team members?


Question 5

How is budgeting and other financial information used to monitor profit and productivity in your business unit?


Question 6

How would you make a proposal to change the operational plan? Who would you present this to?


Question 7

What is a key risk in your line of business, and what kind of risk strategies have you in place to mitigate risks from happening?

Resource: <http://iq.qbe.com/Worksupport/Risk/index.htm>


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http://iq.qbe.com/Worksupport/Risk/index.htm

Operational excellenceWithin QBE, Operational Excellence is about simplification, standardisation and looking for opportunities to continually improve our processes and practices within our divisions and across the Group.

Resource: <http://iq.qbe.com/Worksupport/Resources/OperationalExcellence/OEtoolkit/index.htm?=Int_Worksupport#Templates – Communications>

Question 1

Describe a time when you or a colleague proposed an improvement to a product, service or process.


Question 2

How did the proposed improvement (in Question 1) reduce costs, increase the speed of delivery and/or increase quality?


Question 3

How did the proposed improvement (in Question 1) assist your team to meet their SLAs?


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http://iq.qbe.com/Worksupport/Resources/OperationalExcellence/OEtoolkit/index.htm?=Int_Worksupport#Templates%20%E2%80%93%20Communications

http://iq.qbe.com/Worksupport/Resources/OperationalExcellence/OEtoolkit/index.htm?=Int_Worksupport#Templates%20%E2%80%93%20Communications

Question 4

What QBE systems are in place to support operational excellence in your business?


Question 5

How is feedback gathered from customers/ key stakeholders? How is this feedback used in the process of operational excellence?


Question 6

It is not possible for every proposal for an improvement to be accepted and implemented by the business. Why is this so?


Question 7

What records need to be kept to document the process of operational excellence?


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Question 8

What can you do to support the implementation of changes for the benefit of customers and key stakeholders?


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Operational excellence — Business results

Question 1

Continuous improvement is the accumulation of many little changes that make a large difference to a client service in terms of speed of delivery, quality and/or reduction of cost. There are many continuous improvement (CI) models which general insurers and professionals can use. Some of these models are Kaizen, Sixth Sigma, TQM and Lean Manufacturing.

Please note, QBE's Business Improvement Team would lean towards Six Sigma for the purposes of reengineering processes and driving larger scale efficiencies etc. From an Operational Excellence perspective, and recognising QBE leaders need to apply continuous improvement in line with broader people and process responsibilities, the Kaizen model would be preferable.

Do a search with Google on one of these CI models.

(a) Write a brief summary of the CI model that you researched in your own words. List the source of your information.


(b) How could the CI model you researched be used for managing the continuous improvement process?


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Question 2

Scenario: Gillian’s team — encouraging ideas

Gillian is a team leader. She has noticed that the team is reluctant to put forward ideas for operational excellence for the business.

Answer the following questions about this scenario:

(a) How could Gillian coach her team to contribute ideas for operational excellence?


(b) Gillian would like the team to use a consistent format for proposals for business improvement. What steps in the format would you recommend?


(c) What are the benefits for Gillian in involving the team in proposals for business improvements?


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Question 3

Scenario: Gillian’s leadership — the WHS error

A new WHS procedure has just been implemented. To be compliant, it is a requirement for all staff to be briefed on the new procedure. Gillian has found an error in the new procedure. A critical requirement to report any incident within 48 hours is missing from the instructions.

(a) How should Gillian respond, given this error has critical safety and compliance implications? Outline the steps Gillian should follow.


(b) How should Gillian organise to fix the error behind the scenes and reissue the procedure? Should Gillian involve her team or fix it quickly herself?


(c) How should Gillian make her team aware of the error and correct expectations?


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Question 4

Scenario: Gillian’s leadership — premiums and risk profiles

Gillian has been congratulated by senior management for finding the error so that the organisation could maintain its compliance with legislation. Her enthusiasm and role modelling has inspired her team to start looking for ways to improve the business.

Three team members have noticed today that there are discrepancies in premiums. For example, one client at postcode 2200 has a renewal premium of $4000 and another client at postcode 2200 has a premium of $220. The clients have almost identical risk profiles.

Gillian says to herself, ‘My team have found the discrepancies, so we can discuss this at the team meeting this afternoon and write up a proposal to get it corrected.’

Answer these questions for this scenario:

(a) What is the problem that Gillian’s team has identified?


(b) How could Gillian involve the team in the problem solving process?


(c) List some options for solving this problem that the team may have chosen.


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(d) What are the implications for the business if this problem is ignored?


(e) Select a proposed solution that the team may have chosen from the options (referring to question (c)). What are the benefits of this solution?


(f) How could Gillian assist the team to prepare a proposal for management? How much should Gillian do herself and how much should she delegate?


(g) What impact could the proposal have on the team’s SLAs?


(h) What feedback could Gillian give to the team if their proposal for improvement is implemented?


END OF CASE STUDY

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Assessor feedback:

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Portfolio of evidenceThe portfolio of evidence is a collection of work samples to demonstrate that you have applied leadership skills and knowledge in the workplace.

You will need to label each work sample with its number. You will also need to complete the table below with a comment on why you have chosen each work sample.

Work samples should be brief and should demonstrate your skills and knowledge in the workplace. Large documents and long email chains will not be accepted. The portfolio of evidence will not be accepted in hardcopy. It must be scanned into PDF format.

A smart way to use to the portfolio is to find a work sample that meets more than one category. For example, one work sample used for ‘Meeting minutes including WHS agenda items — led by you’ could also be used as ‘Meeting minutes with agenda — led by you’. Make sure that if you use a work sample for more than one category that you clearly indicate this in the table.

All personal and commercially sensitive information will be kept confidential according to the confidentiality clauses signed between Kaplan Professional and your organisation. Please remove the private details of clients and QBE employees in your assignment.

No. Title for work sample Category of evidence Why chosen Other comments

1 Performance review with your manager (PMP Summary page)

Generic

2 Your Personal Development Plan (PDP)

3 Your Job description, KPIs or SLAs

4 Hazard report Work Health and Safety

5 Meeting minutes including WHS agenda items — led by you

6 Meeting minutes with agenda — led by you

People leadership

7 Communication to management — email or presentation

8 Communication to team prepared by you

9 Tracking work of the team — spreadsheet or calendar

10 Personal Development Plan led by you with team member

11 Coaching records — where you are coaching a team member

12 Extracts from a team plan Operational excellence/Business results

13 Meeting minutes — brainstorming ideas for business improvement —led by you

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Assessor feedback:

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Manager assessment checklist — Workplace performanceBook time with your manager, to walk through the skills checklist below and confirm your current performance.

Managers to complete, discuss with participant and sign off.

Satisfactory performance

Yes/NoQBE’s leadership essentials: Core areas of leadership

Kaplan’s assessment criteria: Workplace performance meets requirements of job role in the following areas

Business Leadership Analytical skills and problem solving skills to: work constructively to overcome issues and challenges of both a practical and

conceptual nature• develop contingency plans

review hazards, assess risks in the work area, review data relating to monitoring and evaluating incidents (accidents), environmental issues and the effectiveness of risk control measures

People Leadership Communicate and listen effectively to:• coach and mentor team members• gain the commitment of individuals and teams to propose operational

effectiveness manage team conflict deliver messages from management facilitate discussion• gain the trust and confidence of peers• deal with people openly and fairly• work collaboratively as part of a team• provide guidance and support to others• receive and report on feedback• maintain effective relationships• Works cooperatively with people irrespective of individual differences

Business Leadership Creative thinking skills to:• generate, explore, test and challenge ideas• design better ways of performing work

Business leadership Decision making skills to:• demonstrate good judgement and follow through

Personal Leadership Leadership skills to:• gain trust and confidence of clients and colleagues

Personal Leadership Learning skills to:• stretch boundaries of own knowledge and skills• recognise and develop new and necessary skills and knowledge

Results Leadership Literacy skills to: read, analyse and interpret documentation from a variety of sources including

WHS access and use workplace information prepare reports edit and proofread documents to ensure clarity of meaning, accuracy and

consistency of information• understand the organisation’s policies, procedures and communications• write personal work plans and professional development plans• request and receive feedback about performance

Business Leadership Negotiation skills to:

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Satisfactory performance

Yes/NoQBE’s leadership essentials: Core areas of leadership

Kaplan’s assessment criteria: Workplace performance meets requirements of job role in the following areas

• achieve mutually acceptable outcomes

Results leadership Organisational skills to :• plan and sequence work• prioritise, manage time and meet deadlines

Results Leadership Planning and organisational skills to:• participate in the effective allocation of work in a team context• take a proactive team role• reflect on own performance in modelling and encouraging behaviour that

supports innovation

Personal leadership Presentation skills to: represent the organisation to explain its work to others to model professionalism

People Leadership Team development skills including:• establish a workplace conducive to learning• identify learning needs and develop learning plans• use work activities to create learning opportunities• negotiate learning arrangements with training and development specialists• encourage colleagues to share their knowledge and skills• evaluate the effectiveness of learning

Results leadership Technology skills to support effective communication and presentation: spreadsheets and customised software for reporting and operational

management emails word documents for agendas and minutes

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Manager comments:

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Validation of workplace performanceParticipant name:

Position:

At work for a period of:(years/months)

Manager name:

Manager signature:


Date:

END OF ASSESSMENT

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Documents

Foundations of Financial Planning - Kaplan Professional Web viewBSFLM311CSupport a workplace learning environment. ... •establish a workplace conducive to learning ... word documents