Management & Administration

Task Name: Managing a challenging conversation

Length of time 4 hours

What is produced for marking*

Written summary of response to negative behaviour
Action Plan that includes the leadership style to be used, how anti-discriminatory practice and equal opportunities will be demonstrated and the SMART objectives that will be used to support the individual

*This is subject to small changes and is taken from summer 2024 assessment

Outcome 2 From the specification - Knowledge

2. Lead, manage and develop individuals and teams to deliver outcomes

1.13 Equality, diversity and inclusion concepts and theory

Concepts and theory - inclusive leadership, unconscious bias, reverse mentoring.

1. The importance of equality, diversity and inclusion (EDI) within teams, and the value to individuals of embracing EDI.
2. Concepts and theories used to promote EDI, and ways that leaders and managers embed these within teams.
3. Approaches used to effectively engage different EDI concepts and theories within a team environment.
4. How EDI concepts and theories are an important element in supporting the development of teams and individuals.

1.14 Key characteristics of an inclusive workplace and how equality and inclusion can be achieved through leadership approaches.

Characteristics – culture of acceptance and mutual respect, celebrating diversity

Approaches - challenging perceptions, confidence to challenge unacceptable behaviours, showing respect for all, treating people fairly, equality of opportunity for all, developing awareness in others.

The importance of promoting equality, diversity and inclusion within all levels of an organisation, and embedding EDI as integral within an organisation’s culture.
How to create an environment of equality and inclusivity e.g., through the development of policies and procedures.
How the key characteristics of equality and inclusion can be achieved through positive leadership approaches.
The value of an organisation embracing EDI. .

1.15 Legislation and team leader’s responsibilities.

1. Importance of implementing the organisation’s policies and procedures in relation to Equality, Diversity and Inclusivity legislation e.g., Equality Act 2010.
2. How equality and diversity and duty of care relates to the team leader role, including responsibilities and accountabilities in relation to employees and the organisation.

1.20 Performance management techniques

Techniques - setting Key Performance Indicators (KPIs) and metrics, appraisals, 360-degree feedback, objective and goal setting, performance management frameworks, personal development plans, providing constructive feedback.

The importance of and approach to setting KPIs, SMART objectives and performance standards with individuals and within teams.
The importance of regular and timely feedback. The use of different feedback models and how to use these to give effective feedback.
How to create, develop and enact a Personal Development Plan.
The approaches used to ensure fair and valid reviews of performance and development:
1. Objective vs subjective evidence.
2. Unconscious bias.
Performance management cycles and approaches used to deal with performance issues as well as to identify best practice.

1.21 Performance management systems and typical governance arrangements.

Systems – monthly reviews, quarterly reviews, annual reviews Governance arrangements – standardisation, benchmarking

The structured approaches that organisations can use to support performance management.
The value of performance management systems and the reasons why organisations adopt structured approaches to support performance management.
Structure of annual, quarterly, and monthly reviews and how they feed into each other.
How organisations set and manage performance management systems at the organisational level.
How performance management systems differ across different organisations – depending on structure and purpose.
Methods used to ensure that performance management systems are standardised and benchmarked fairly across individuals, teams, and the wider organisation.

1.24 People related data and the systems used to record and store such data.

People related data - absence management, performance management. Systems – HR systems, people management systems.

The types of people-related data that can be collected. e.g., absence rates.
The reasons for capturing and recording people-related data to support team management.
The methods used to analyse people related data.
The use of
1. charts and spreadsheets to visualise data
2. HR Platforms to track key information, e.g., absence, talent management, retention, attrition.
The importance of formal back to work and performance management meetings.

1.25 Systems used for people management.

Systems - HR systems.

The importance of using people management systems that support individuals and treat them fairly.
Formal grievance procedures and how these are implemented. The individual people manager role and the support of Human Resources when responding to grievances.
Legislative regulations that cover people management systems, to include:
1. Data protection (GDPR) and the storage of sensitive personal data
2. the legal aspects of HR, such as requirements for making reasonable adjustments and the management of lateness, absence and poor performance
3. organising people resources, for example employee schedules and resource allocation.

1.24 People related data and the systems used to record and store such data.

People related data - absence management, performance management. Systems – HR systems, people management systems.

The types of people-related data that can be collected. e.g., absence rates.
The reasons for capturing and recording people-related data to support team management.
The methods used to analyse people related data.
The use of
1. charts and spreadsheets to visualise data
2. HR Platforms to track key information, e.g., absence, talent management, retention, attrition.
The importance of formal back to work and performance management meetings.

Outcome 2 From the specification - Practice

2. Lead, manage and develop individuals and teams to deliver outcomes

2.9 Promote equality of opportunity and anti-discriminatory practice.

1. Embeds a culture of inclusivity and equality in their approach to work and within a team environment, e.g., through role modelling respect, valuing others’ opinions, etc.
2. Uses approaches that actively promote equal opportunities and antidiscriminatory practice, e.g., following workplace policy, being inclusive, encouraging participation to gain wider perspectives.
3. Promotes active reinforcement of anti-discriminatory practice with teams and others, e.g., modelling best practice and taking action to deal with or escalate issues to the correct people if required.

3.6 Demonstrate active listening in discussions with colleagues and stakeholders.

Demonstrates active listening within discussions, responding appropriately and effectively to discussion points raised.
Uses active listening to support the development of relationships with colleagues and stakeholders.

2.11 Set team and personal goals and objectives, and appropriate approaches to measuring and monitoring them.

1. Identifies overall organisational objectives as a basis for setting team and personal goals and objectives.
2. Uses appropriate measures to determine and set personal and team SMART objectives, in line with organisational strategies.
3. Selects appropriate approaches to measure achievement.
4. Communicates to teams and individuals:
  1. the purpose of goals and objectives
  2. how the goals and objectives align with organisational targets
  3. the methods and measures that will be used to monitor against set objectives.
5. Undertakes monitoring of objectives using defined measures.

2.12 Maximise the effectiveness and productivity of a team through performance review techniques.

Uses an appropriate performance review structure to ensure that all individuals and teams have performance reviews scheduled according to a defined structure.
Supports individual team members to understand the purpose of performance reviews and why they are undertaken. This includes the role that performance reviews have as a development tool, and the process that is undertaken.
Completes formal performance reviews with team members, providing timely and coherent feedback, reviewing outcomes of objectives, and setting targets for future performance.
Uses performance reviews to identify opportunities to improve effectiveness and productivity within a team (e.g., opportunities for development, training needs identification).

Outcome 3 - Knowledge

3. Build relationships with colleagues, customers and stakeholders

1.29 How to use emotional intelligence and conflict management techniques to manage stakeholder relationships.

Conflict management - positive conflict resolution.

How an understanding of emotional intelligence can be used to support the development of stakeholder relationships.
Conflict management techniques used for colleagues, customers and stakeholders, and how these differ for different groups and circumstances.
Different approaches used to support conflict management, to include:
1. communication styles
2. methods to adapt to situation and context.
Models of conflict management and how they are applied to support approaches (e.g., The Thomas Kilmann Model (Conflict mode).

Outcome 3

3. Build relationships with colleagues, customers and stakeholders

3.7 Provide constructive feedback

1. Considers feedback to be given and identifies key messages and how these can be delivered constructively.
2. Uses a range of different approaches to provide feedback to individuals and teams.
3. Identifies and selects the most effective approach to providing feedback, based on the circumstance, level of feedback to be provided, and the individual.
4. Uses a feedback model to give constructive feedback to a team or individual

3.6 Demonstrate active listening in discussions with colleagues and stakeholders.

Demonstrates active listening within discussions, responding appropriately and effectively to discussion points raised.
Uses active listening to support the development of relationships with colleagues and stakeholders.

Outcome 4 Deliver core operational tasks and plans

Deliver core operational tasks and plans

4.3 Use data management tools competently and as appropriate to the situation.

Uses different data management tools available to monitor performance of outcomes against operational plans.
Uses outcomes of performance reviews using data management tools to proactively support team activities (e.g., taking remedial action where objectives are not being met).

5.4 Use common project management tools in the different phases of project lifecycle.

Identifies different project management tools that will support different tasks and activities throughout the phases of a project.
Uses recognised project management tools to plan and contribute to deliver project objectives.
Uses different tools accurately and effectively as appropriate during different stages of the project lifecycle.