BSBLDR523 Completed

M.
S Aviation Pty Ltd T/A Australian School of Commerce

RTO NO. 41089 I CRICOS NO.: 03489A
Melbourne Campus: Level 4, 123-129 Lonsdale Street Melbourne, Victoria 3000 Australia
Hobart Campus: Level 4, 18 Elizabeth Street, Hobart Tasmania 7000 Australia
Ph: 1300 781 194 I E: Info@asoc.edu.au I W: www.asoc.edu.au
ABN: 87 160 483 447
Unit Code BSBLDR523
Unit Name Lead and Manage Effective Workplace Relationships
Name of the Student Guide
Document
M.S Aviation Pty Ltd trading as Australian School of Commerce

Document Name: BSBLDR523- Student Guide
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M.S Aviation Pty Ltd T/A Australian School of Commerce
ABN: 87 160 483 447
ABOUT THE STUDENT GUIDE

This assessment booklet and tool has been designed for students undertaking face to
face mode of study to provide information before students take assessments and
contains assessment tools to assess the skills and knowledge required from students
to be deemed competent in this unit.
This booklet might not be suitable for students taking other modes of study e.g.
online or work based.
Please read all the information given to you when you receive this assessment
booklet. If you do not understand any part of this booklet, please inform your
assessor/trainer.
The assessment booklet contains two (2) parts:
PART 1: Assessments information: This part contains information on assessments

for this unit of competency and how assessment will be conducted throughout the
unit to achieve the competency. It includes:
● Application of the unit of competency.
● Purpose of assessment.
● Elements, performance evidence and knowledge evidence requirements of the

unit.

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● Conditions, context, required resources and location of the assessment.
● Assessment tasks.
● Outline of evidence to be collected.
● Administration, recording and reporting the requirements including special

adjustments, appeals, reasonable adjustments and assessors’ intervention.
PART 2: Assessment tasks: This part contains the information to successfully

undertake the assessment task. In each assessment task, students will find the
following information:
● Task instructions.
● Role play / Practical Demonstration information.
● Information on resources required, where applicable
● Appendix 1- Assessment resource

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ASSESSMENT INFORMATION
The following section within the document specifies and provides information
regarding the assessments that the students will complete for this unit of
competency.
You will find all the necessary information to complete the assessment tasks, such as:
● Purpose of the assessment
● Context and Conditions for the assessment
● The resources required
● Performance evidence
● Knowledge Evidence
● Brief description of the assessment tasks to be conducted

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Purpose of the Assessment
The purpose of the assessment is to determine competency in the unit BSBLDR523 –

Lead and manage effective workplace relationship..
Context and Conditions for Assessment
To comply with the assessment conditions of this unit:
● You must demonstrate adequate skills and knowledge evidence by providing a

satisfactory outcome for each assessment task. You will be marked against the
recommended model answers in the Trainer and Assessor guide.
● You will have access to suitable facilities, equipment and resources, including
template documentation, e.g. Issue Management template or Meeting minutes’
templates, etc. to undertake the assessment tasks for this unit of competency.
● ASLI will conduct the practical assessment for this unit in its classroom located at
Level 2, 123 Lonsdale Street, Melbourne, VIC 3000.
● Knowledge assessment for this unit will be conducted at the ASLI classroom at the
location identified on the timetable.
● All ASLI Assessors of this unit must satisfy the requirements for assessors in
applicable vocational education and training legislation, frameworks and/or
standards.
Resources Required
In addition to the resources specified below, you will be required to have access to
task resource requirements specified before each task:
● Computers with access to the internet and MS Office Applications, including MS

Word, Adobe Acrobat Reader and working web browser.

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● ASLI learner's resource for BSBLDR523 – Lead and manage effective workplace
relationship
● Access to ASLI simulated business environment.
Performance Evidence
The candidate must demonstrate the ability to complete the tasks outlined in the
elements, performance criteria and foundation skills of this unit, including
evidence of the ability to:
● Implement processes to manage ideas and information on at least two occasions,

including:
- Communicating information to support others

to achieve work responsibilities
- Facilitating employees’ contributions to

consultation on work issues
- Providing feedback on the outcomes of

consultations
- Resolving issues raised or referring to relevant

personnel
● Develop and implement processes and systems to manage difficulties on at least

two occasions, including:
- Identifying and resolving conflicts and other

difficulties according to organisational policies
and procedures
- Planning how to address difficulties
- Providing guidance, counselling and support to

assist co-workers in resolving their work
difficulties

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Knowledge Evidence
The candidate must be able to demonstrate knowledge to complete the tasks

outlined in the elements, performance criteria and foundation skills of this unit,
including knowledge of:
● Systems, policies and procedures that can support the development of effective
work relationships
● Key aspects of work relationships, including:
- Interpersonal styles
- Communications
- Consultation
- Cultural and social sensitivity
- Networking
- Conflict resolution
● Legislation relevant to managing effective workplace relationships
● Organisational policies and procedures relevant to workplace relationships
● Methods to develop processes for:
- Consultation with employees
- Conflict management
- Task issue management.
Assessment Tasks
To achieve competency in this unit, you must satisfactorily complete all the following
assessment tasks within the date and time specified in the session plan. This will
demonstrate that you have all the required skills and knowledge for this unit.
Assessment tasks Assessment description Location of the

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assessment
Assessment Task 1 This assessment includes a This assessment will be

(AT1): Knowledge series of questions that you are conducted in the ASLI
Test required to answer. You will classroom lab.
need to answer all questions
correctly.
You will be given 4 hours to

complete this task.
Assessment Task 2 This project requires you to This assessment will be

(AT2): Project complete a set of tasks that conducted at the ASLI
includes written practical tests simulated business
and role-play activity. You may environment.
complete the project in a
simulated environment with
access to all the resources
specified in Task resource
requirements.
ASSESSMENT TASKS AND MARKING GUIDE

● This section contains all the assessment tasks students will complete for
BSBLDR523 – Lead and manage effective workplace relationship.
● You will have access to all the resources as specified in the Task Resource
Requirements.

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ASSESSMENT COVER SHEET: ASSESSMENT TASK 1 (AT1)

Student Detail
Student Name Bharat Bhushan
Student Id:
Group No (If Applicable):
Assessment Details
Unit of Competency BSBLDR523 - Lead and manage effective workplace

relationships
Assessment Task Knowledge Test
Due Date
Date of Submission
Date
Student Plagiarism Declaration: By submitting this assessment to the college, I

declare that this assessment task is original and has not been copied or taken
from another source except where this work has been correctly acknowledged.
I have made a photocopy or electronic copy or photograph of my assessment
task, which I can produce if the original is lost.
Assessor Student
I declare that I have conducted a fair, I have received, discussed and accepted
valid, reliable and flexible assessment my result as above for this task and I am
with this student. I have provided aware of my appeal rights.
appropriate feedback to the student and
declare that I have undertaken the
indicated assessment integrity checks.
To be completed by the Assessor (Please tick the appropriate option)

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• Yes
Google check for plagiarism
• No
• Yes
Check for copying/collusion
• No
• Yes
Check for authenticity (own work)
• No
• Yes
Cheating or use of sample response
• No
Assessor Signature
Student Signature
ASSESSMENT TASK 1: KNOWLEDGE TEST

Task Resource Requirements

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You must have access to the below listed resources in addition to the resources listed in
'Resources Required' in 'Assessment Information'
● Student Assessment Booklet
● Pen
● ASLI learner's resource for BSBLDR523 – Lead and manage effective workplace
relationship.
Instructions for the Student
This assessment will be conducted in the ASLI classroom/computer lab with access to
the resources listed above. This is an Open/Closed book assessment.
You must answer all knowledge questions as part of this assessment and you can
submit answers in either electronic or paper-based. Your assessor may verify the
authenticity of your work by asking questions regarding the answers provided.
Planning the Assessment
● Recommended date for assessment - [assessor to set a date as per

timetable]
● Access all resources mentioned in the required resources, either printed copies or
access via the internet
● Time required for assessment: 4 hours
● You must:
- Answer all the questions satisfactorily to be

deemed competent.

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- Complete the assessment and submit it in due
timelines.
- Submit with a completed assessment cover

sheet.
● Your assessor must set a time to provide feedback.
Evidence Specifications
At the end of the assessment, you will be required to submit the following evidence
before the due date specified by the assessor:
● You are required to submit a completed knowledge test with all questions
answered.
● Completed and signed cover sheet for assessment.
Evidence Submission
● Documentation can be submitted electronically or paper-based.
● Your assessor will record the assessment outcome on the assessment cover
sheet.
Question 1
Complete the table below:
a. Identify at least two business systems that support the development of

effective work relationships
Systems refer to a group of interrelated processes that work together to achieve

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a certain goal.
b. Briefly explain how each system supports the development of effective

work relationships (Answer in 50-70 words each)
Work relationships can be considered effective when employees get along and
work well with each other. This can be characterised by good teamwork, lack of
conflict between employees, etc.
Business Systems Brief Explanation of How Each System
Supports the Development of
Effective Work Relationships
CRM (customer relationship Customer relationship management, or

management) CRM, is the term for the set of
procedures, approaches, and tools used
by businesses to track and evaluate
consumer information and interactions
over the course of their customer
relationships. Enhancing customer
service interactions, helping with client
retention, and promoting sales growth
are the objectives.
CRM systems gather client information

from many channels and points of
interaction between the client and the
business. These may consist of the
business's social media accounts, direct
mail, live chat, website, phone number,
and marketing materials. CRM systems
can also provide customer-facing
employees with comprehensive
information about the personal details,

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past purchases, preferences, and
concerns of their customers.
Human Resources Information System An organization's personnel data can be

(HRIS) gathered and stored using the HRIS
system.
Most of the time, an HRIS includes all of

the fundamental features required for
complete human resources
management (HRM). It is a system for
hiring, managing performance,
facilitating learning and growth, and
more.
Another name for an HRIS is HRIS

software. This suggests that separate
systems may execute different
applications, which can be a little
perplexing. That isn't the case, though.
Essentially, the HRIS is a suite of HR
software.
The HRIS can operate on the business's

own IT infrastructure or—as is more
typical these days—on the cloud. This
indicates that the HR software is
operating off-site from the business,
which greatly simplifies updates.
Question 2
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Bounce Fitness is a premier fitness centre with four centres across Australia. Access
the link below to learn more about Bounce Fitness.
Bounce Fitness Homepage
https://bouncefitness.precisiongroup.com.au/
a. Identify at least two Bounce Fitness policies and procedure documents

related to the development of effective work relationships. Use the link
below to access Bounce Fitness’s policies and procedures:
Policies and Procedures
http://bouncev1.precisiongroup.com.au/category/policies/
http://bouncev1.precisiongroup.com.au/category/procedures/
Policy and procedures support the development of effective work relationships

if it outlines requirements that must be implemented during collaboration
between employees in the workplace. Requirements must provide guidelines on
how effective work can be established and maintained between employees
b. Briefly explain how each policy and procedure supports the development
of effective work relationships (Answer in 30-50 words each)
Policy and Procedure Related to Brief Explanation of How Each Policy

Development of Effective Work and Procedure Supports the
Relationships Development of Effective Work
Relationships
 health and safety policy As mandated by law, all businesses need

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to have a policy in place for managing
health and safety.
Your overall approach to health and

safety is outlined in a health and safety
policy. It describes the way in which you,
as the employer, will oversee health and
safety in your company. It should specify
exactly who, what, when, and how to
conduct things.
You need to put your policy in writing if

you employ five people or more. You are
not have to write anything down if you
employ fewer than five people, but it is
helpful to do so.
It is your responsibility to notify your

staff members of any changes to the
policy.
 anti-discrimination and harassment The company is dedicated to providing a

policy respectful and dignified work
environment for all employees. Every
person has the right to work in a setting
that upholds professionalism,
encourages equal job opportunities, and
forbids illegal discriminatory actions,
such as harassment. Consequently, the
company expects all interactions
amongst employees to be professional
and free from overt bias, discrimination,
and harassment.
This policy was created by the company

to guarantee that all of its workers can
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work in a setting free from illegal
harassment, discrimination, and
retribution. The company will use all
reasonable means to guarantee that
everyone involved is aware of these
principles and that any complaints that
violate them will be looked into and
dealt with accordingly.
Question 3
Answer the guide questions below about interpersonal styles.
a. Define interpersonal styles. (Answer in 20-40 words)
b. Briefly explain the relevance of interpersonal styles to work

relationships. (Answer in 50-80 words)
Interpersonal Skills in Project Management: A successful project manager must

possess a wide range of abilities, but their capacity to cultivate productive
interpersonal interactions sets great project managers apart from the competition. In
the complicated world of project management, where there are many different
stakeholders, interests, and dynamics to consider, having excellent interpersonal skills
is unquestionably essential to success. Interpersonal skills make a project manager
similar to a ship sailing uncharted seas without a compass, heading for rocky shores
and certain tragedy.
Having strong people skills can help you advance in your job. If you can establish
trusting relationships with your coworkers and communicate clearly, you have a higher
chance of succeeding in your career. Having strong people skills can help you land a
job, grow in your profession, and gain bonuses and raises. Your personal interactions
can be enhanced by having strong interpersonal skills. Do you find it difficult to speak
with your partner or spouse? Do you dispute with family members or friends? If so,
you might benefit from honing your interpersonal abilities. Better problem-solving and
communication abilities can lead to better interpersonal connections. Having
interpersonal skills can improve your health and happiness.

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Good interpersonal ties play a significant role in general wellbeing. Individuals with
robust social networks are more likely to be in good health, experience greater
happiness, and be able to overcome obstacles in life.
Question 4
a. Identify at least two communication skills
Communication skills refer to the skills needed to be able to convey

information to others effectively and efficiently. These skills can include
verbal, non-verbal, and written skills that can be used to facilitate
information sharing.
b. Briefly explain how each communication skill identified can help

improve work relationships (Answer in 20-50 words each)
Communication Skill Explanation on How Each Skill Can Help

Improve Work Relationships
Written And Oral Communication Written and spoken communication are both
considered forms of verbal communication
as they both rely on words to transmit
information.
The ability to communicate orally involves

speaking in a clear, succinct, and non-
misleading manner. Even if speaking isn't
your primary responsibility, that is
nonetheless vital. Let's say you work as a
server in a restaurant. Oral communication
abilities are essential for building
relationships with clients and delivering

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quality service.
Written correspondence is as crucial. While

certain jobs might not require you to write a
single word, 90% of them will require you to
write when:
Sending coworkers emails

composing a report for your superior
corresponding via email with clients
Active Listening To make sure you're understanding the main
points of the conversation, active listening
necessitates paying careful attention to the
speaker and interacting with them. In order
to make someone feel heard, it also entails
turning off all other distractions and
providing clarification questions.
Active listening is useful in all fields, not only

those where comprehending and giving
clients a sense of being heard are crucial, like
customer service and design. In order to
excel in the office, engage with coworkers, or
even ace a job interview, active listening is
also necessary.
We believe that regardless of your field,

having active listening abilities will help you
stand out as a candidate (and you should
definitely add it to your CV).
Question 5
Briefly explain how each concept listed below is relevant to workplace

relationships. (Answer in 40-70 words each)
a. Consultation
b. Cultural Sensitivity
c. Social Sensitivity
d. Networking

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e. Conflict Resolution
Consultation - To consult is to solicit input from staff members and take it

into account while making decisions. Finding answers together in a peaceful
manner is what is meant by cooperation.
When there is a significant change at work, consultation is crucial. This refers

to any changes made to the company that will have a major impact on the
workers, such as adjustments to the working hours, responsibilities, or
locations of the offices or layoffs.
Employers retain the last say over how they run their organization, even if they
adopt a collaborative and cooperative approach. When given the chance to
participate in the process, employees are less likely to experience anxiety or
dread and are more inclined to embrace change. Getting input on significant
decisions made at work can increase a worker's commitment to their job.
Cultural Sensitivity- The acceptance and inclusion of persons whose cultures

and identities diverge from one's own is referred to as cultural sensitivity.
There are situations where this term and "cultural awareness" can be used
interchangeably.
Professionals' organizational and interpersonal recognition and appreciation

of cultural diversity is a sign of cultural sensitivity in the workplace. A person's
or an organization's ability to create a workplace that is sensitive to cultural
differences depends on their policies and actions.
Social Sensitivity- Establishing an environment in the workplace that respects

and values diversity requires cultural awareness. Every company ought to
make an effort to provide a warm, comfortable environment where people are
encouraged to discuss their distinctive viewpoints, backgrounds, and values.

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We can promote a climate of cooperation and respect for one another by

acknowledging and appreciating our differences. Realizing our potential is
facilitated by a sense of being respected, heard, and safe. The secret to
creating a successful, inclusive workplace is cultural sensitivity in the
workplace.
When people show respect for the cultural origins and experiences of their
coworkers, workplace relationships and productivity improve for all. Thus, a
company's overall performance might benefit from cultural sensitivity in the
workplace.
Networking- Professional networking, which has nothing to do with computer

networking, is the process of establishing and preserving connections with
other professionals in your sector or similar professions. It is a crucial
component of professional growth and can assist people in increasing their
networks, prospects, and expertise.
Attending industry events, engaging in online communities, joining

professional associations, and looking for coaching or mentoring are just a few
ways to network professionally. One way to network is to send emails, join on
LinkedIn, or use other techniques to reach out to specific people you'd like to
meet.
Informal interactions like talking with coworkers during breaks, exchanging

ideas and resources, and working together on projects can also be considered
a type of networking.
Conflict Resolution- The process of reaching a peaceful compromise between

two or more parties involved in a disagreement is known as conflict resolution.

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This frequently entails locating a compromise, a middle ground, or an
agreement that both parties can support and that effectively addresses the
issue.
Resolution of conflicts can be done in writing or verbally, during a formal

meeting or casual talk. Your ability to resolve conflicts helps you carry out your
responsibilities efficiently, effectively, and satisfactorily. By addressing conflicts
that could otherwise ruin professional relationships, you can prevent
arguments from getting worse and create a happier, more peaceful, and more
productive work environment.

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Preliminary Task
Question 6 in this Knowledge Questions requires you to access legislation

applicable to your state/territory relevant to managing workplace
relationships.
For your assessor’s reference:
a. Tick the box of the state/territory that you are currently based on
located in
b. Identify at least one legislation relevant to managing effective

workplace relationships that applies to the indicated
state/territory
When answering Question 6, you must refer to the requirements of the

legislation identified below.
a. Indicate the state/territory you are currently based or located in:

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Australian Capital Territory South Australia
❑ ❑
New South Wales Tasmania

❑ ❑
Northern Territory  Victoria

❑
Queensland Western Australia

❑ ❑
b. Identify at least one legislation relevant to managing effective workplace relationships

that applies to the state/territory you are currently based or located in.
Fair Work Act 2009
Setting down the terms of the employment relationship between an employer and an employee is
the aim of this legislation. The National work Standards (NES) with additional work conditions and
rights outlined in Modern Awards or enterprise or other registered agreements, as well as a safety
net of minimum entitlements like a national minimum salary increase, are provided by the act.
It permits flexible work schedules, safeguards against wrongful termination, and includes broad
protections that guarantee equitable treatment and anti-discrimination. The act also establishes
organizations, such the Fair Work Commission, with enforcement and administrative
responsibilities within the federal workplace relations framework.
Businesses must abide with the Fair Work Act 2009 as per Australian employment legislation.
Question 6
Access the legislation applicable to your state/territory that you identified in

the preliminary task and complete the table below:
a. Identify at least two requirements provided in the legislation that is

relevant to managing effective work relationships (Answer in 20-40
words each)
b. Briefly explain how each requirement can be implemented in the

workplace to manage effective workplace relationships (Answer in 40-
70 words each)

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Legislative Requirement Explanation on How Each Requirement Can

be Implemented to Manage Effective
Workplace Relationships
Work health and safety legislation (WHS) Employers have an obligation to give their
staff a safe place to work. If the applicable
Act is broken, there could be legal action and
heavy fines. If an employee is killed or
seriously injured as a result of a violation, the
employer might also be required to
compensate the employee or their legal
representative. Both the federal and state
governments have laws pertaining to this.
Be aware An atmosphere of trust in the workplace is

devoid of discrimination and harassment. It is
your duty as a manager to make sure that
you and others around you treat people with
dignity. Keep an eye out for any indications
of bullying, alienation, or discrimination.
Develop your tolerance. Respecting others
who are similar to you is not hard; it can be
more difficult when you have to deal with
someone who is different or who doesn't
seem to be acting well. Practicing tolerance
during these periods is a sensible strategy.
Question 7
Identify methods that can be used to develop processes for the following
situations.
Methods refer to the different ways you can use to develop a process for each
of the situations in the guide questions below. Processes for each situation
would contain steps or requirements that must be implemented for every
instance that each situation is conducted.

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a. Identify at least one method that can be used to develop a process for
consulting with employees.
PROVIDE THE EMPLOYEE WITH INFORMATION RELEVANT TO THE CHANGE- The

employee(s) must be aware of the proposed changes in order for the consultation
to be fruitful. Certain consultation clauses require information to be given in
writing. Although this isn't always necessary, it's generally a good idea because it (a)
gives documentation of the conversation and (b) gives the employee more time to
think over the information and, if necessary, seek independent advice.
Typically, this doesn't have to contain information that is private to the company or
to other workers, but it should be explicit about any possible ramifications for the
worker and any steps the company has made (if any) to lessen any negative
consequences of the change.
GENUINE CONSIDERATION OF THE EMPLOYEE’S VIEWS AND MAKING A DECISION - Some

times it will be evident right away that the company is unable to implement any
suggested improvements, but in other cases, this may call for additional research
and evaluation of the employee's opinion.
Nevertheless, it's usually a good idea—and in some cases, legally required—to

document the conclusion of the consultation and the response to criticism in
writing, such as when it comes to the termination of employment. This guarantees
that everyone is aware of the outcomes and gives a record of the consultation.

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b. Identify at least one method that can be used to develop a process for
conflict management
Conflict management refers to the process of identifying and resolving

conflicts that can arise in the workplace.
o Accommodation
It's a lose/win scenario here. In most cases, the accommodation strategy is

employed when one party is prepared to give up their stance. It works best when:
i. One side wants to express a certain level of justice.

ii. People want to support other people in voicing their own opinions.
iii. The other party involved values the subject or problem more.
iv. Preserving the friendship is more crucial than debating the matter.
o Cooperation
It's a win-win scenario. It is the most efficient method of handling disparities, but it
is also the hardest. To get to the root of the issue and find a solution, both parties
must be committed and have faith in one another. Everyone involved must be
prepared to show empathy and make an effort to comprehend one another's
circumstances. Working together is ideal:
i. when all parties are prepared to work together to look into potential

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solutions that they might not have considered alone.
ii. when attempting to identify the underlying cause of issues that have
persisted for a while.
iii. When maintaining goals that neither party can compromise on while
maintaining the relationship.
iv. when those participating have diverse experiences and backgrounds.
c. Identify at least one method that can be used to develop a process for
task issue management
Task issue management refers to the process of identifying and

resolving issues that can appear when conducting any given task.
1) Create a Register
The only way to get started is to identify problems and compile them into a
document so that you can begin to address them and monitor the resolution
process. Make a collaborative document online, if possible. Similar to how you
could handle modifications or hazards, you should monitor issues in a register or
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log to manage them. The problem will be lost in the project's shuffle if there is no
procedure or instrument to report on it. In order for others to verify whether the
problem still exists, you must submit concerns and let others know about them.
2) Report promptly
Time is of the essence. You miss the chance to address the problem before it grows
too big to handle or demands too many resources to be a project-buster if you let
reporting slip. To deliver that information to the correct people as soon as possible,
routes of communication must be open and communication is essential. You had
better find a solution quickly if you're reporting on time. It is a recipe for trouble to
ignore a known problem.
Knowledge Test Checklist- This must be completed by the assessor.

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After the student has completed the Knowledge Questions, students are
required to complete the checklist provided below.
Questions Was the

students'
response
satisfactory?
Assessor to tick the correct option (Yes/No) Yes No
● Complete the table below: • •
- Identify at least two

business systems that
support the development
of effective work
relationships
Systems refer to a group of interrelated processes that

work together to achieve a certain goal.
- Briefly explain how each

system supports the
development of effective
work relationships
Work relationships can be considered effective when employees

get along and work well with each other. This can be
characterised by good teamwork, lack of conflict between
employees, etc.
● Bounce Fitness is a premier fitness centre with four centres • •

across Australia. Access the link below to learn more about
Bounce Fitness.
Bounce Fitness Homepage
https://bouncefitness.precisiongroup.com.au/

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a. Identify at least two Bounce Fitness policies and
procedure documents related to the development of
effective work relationships. Use the link below to access
Bounce Fitness’s policies and procedures:
Policies and Procedures
http://bouncev1.precisiongroup.com.au/category/policies/
http://bouncev1.precisiongroup.com.au/category/procedures/
Policy and procedures support the development of effective work

relationships if it outlines requirements that must be
implemented during collaboration between employees in the
workplace. Requirements must provide guidelines on how
effective work can be established and maintained between
employees.
b. Briefly explain how each policy and procedure supports

the development of effective work relationships
● Answer the guide questions below about interpersonal styles. • •
a. Define interpersonal styles. (Answer in 20-40 words)
b. Briefly explain the relevance of interpersonal styles to

work relationships. (Answer in 50-80 words)
● Complete the table below: • •
a. Identify at least two communication skills
Communication skills refer to the skills needed to be able

to convey information to others effectively and
efficiently. These skills can include verbal, non-verbal,
and written skills that can be used to facilitate
information sharing.
b. Briefly explain how each communication skill identified

can help improve work relationships

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● Briefly explain how each concept listed below is relevant to • •

workplace relationships.
a. Consultation
b. Cultural Sensitivity
c. Social Sensitivity
d. Networking
e. Conflict Resolution
● Access the legislation applicable to your state/territory that • •

you identified in the preliminary task and complete the table
below:
a. Identify at least two requirements provided in the

legislation that is relevant to managing effective work
relationships
b. Briefly explain how each requirement can be

implemented in the workplace to manage effective
workplace relationships
● Identify methods that can be used to develop processes for • •

the following situations.
Methods refer to the different ways you can use to develop a

process for each of the situations in the guide questions
below. Processes for each situation would contain steps or
requirements that must be implemented for every instance
that each situation is conducted.
a. Identify at least one method that can be used to

develop a process for consulting with employees.
b. Identify at least one method that can be used to

develop a process for conflict management
Conflict management refers to the process of identifying

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and resolving conflicts that can arise in the workplace.
c. Identify at least one method that can be used to

develop a process for task issue management
Task issue management refers to the process of

identifying and resolving issues that can appear when
conducting any given task.
Assessment Outcome • Satisfactory

(Assessor to tick the
appropriate outcome) • Not Satisfactory
• Not Completed
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
ASSESSMENT COVER SHEET: ASSESSMENT TASK 2 (AT2)

Student Detail
Student Name Bharat Bhushan
Student Id:
Group No (If Applicable):
Assessment Details
Unit of Competency BSBLDR523 - Lead and manage effective workplace

relationships
Assessment Task Project

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Due Date
Date of Submission
Date
Student Plagiarism Declaration: By submitting this assessment to the college, I

declare that this assessment task is original and has not been copied or taken
from another source except where this work has been correctly acknowledged.
I have made a photocopy or electronic copy or photograph of my assessment
task, which I can produce if the original is lost.
Assessor Student
I declare that I have conducted a fair, I have received, discussed and accepted
valid, reliable and flexible assessment my result as above for this task and I am
with this student. I have provided aware of my appeal rights.
appropriate feedback to the student and
declare that I have undertaken the
indicated assessment integrity checks.
To be completed by the Assessor (Please tick the appropriate option)
• Yes
Google check for plagiarism
• No
• Yes
Check for copying/collusion
• No
• Yes
Check for authenticity (own work)
• No

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• Yes
Cheating or use of sample response
• No
Assessor Signature
Student Signature
ASSESSMENT TASK 2: PROJECT

Task Resource Requirements
You must have access to the below listed resources in addition to the resources
listed in 'Resources Required' in 'Assessment Information'
You will have access to:
● A simulated workplace environment.
● Computers with access to the internet and MS Office Applications, including MS

Word, Adobe Acrobat Reader and working web browser.
● ASLI learner's resource for the unit BSBSTR602 - Develop organisational strategies.
● Learner’s notes.

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● Simulated task templates and requirements (provided separately) which includes:
- Task 1.1 Organisational Collaboration

Processes template
- Task 1.1 Communication Policy and

Procedures.
- Task 1.1 Employee Relations Policy and

Procedures.
- Task 1.2 Consultation Processes template
- Task 1.3 Conflict Management Processes

template.
- Task 1.3 Conflict Resolution Policy and

Procedures.
- Task 1.3 Complaints and grievance Policy and

Procedure
- Task 1.4 Personal development Policy and

Procedures.
- Task 1.4 Issue Management Process template.
- Task 1.5 Diversity and Ethical Policies template.
- Task 1.5 Code of Ethics
- Task 1.5 Diversity Policy
- Task 2.1 Action Plan Template
- Task 2.3 Meeting Minutes template 1
- Task 2.3 Meeting Minutes template 2.
- Task 2.3 Task Issues Action Plan template
- Task 2.5 Meeting Minutes template for Fitness

Instructor conflict.
- Task 2.6 Conflict management Action Plan

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template.
- Task 3.1 Meeting Minutes template.
- Task 3.2 Improvement Log template.
Instructions for the Student
This assessment will be conducted in the ASLI-simulated workplace environment with

access to the resources listed above.
This is a project-based assessment where you are required to complete several task
which includes establishing and managing effective workplace relationship and
review management of workplace relationship.
Planning the Assessment
● Recommended date for assessment - [assessor to set a date as per

timetable]
● Access all resources mentioned in the required resources, either printed copies or
access via the internet
● Time required for assessment: 8 hours
● You must:
- Provide all evidence as required in this

assessment.
- Complete the assessment and submit it in due

timelines.
- Submit with a completed assessment cover

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sheet.
● Your assessor must set a time to provide feedback.
Evidence Specifications
At the end of the assessment, you will be required to submit the following evidence
before the due date specified by the assessor:
● Completed Task 1.1 Organisational Collaboration Processes template
● Completed Task 1.2 Consultation Processes template
● Completed Task 1.3 Conflict Management Processes template
● Completed Task 1.4 Issue Management Process template.
● Completed Task 1.5 Diversity and Ethical Policies template.
● Completed Task 2.1 Action Plan Template
● Completed Task 2.3 Meeting Minutes template 1
● Completed Task 2.3 Meeting Minutes template 2.
● Completed Task 2.3 Task Issues Action Plan template
● Completed Task 2.5 Meeting Minutes template for Fitness Instructor conflict.
● Completed Task 2.6 Conflict management Action Plan template.

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● Completed Task 3.1 Meeting Minutes template.
● Completed Task 3.2 Improvement Log template.
● Completed assessment task with all questions answered.
● Completed and signed cover sheet for the assessment.
Evidence Submission
● Documentation can be submitted electronically or paper-based.
● Your assessor will record the assessment outcome on the assessment cover
sheet.
Simulated Environment
The simulated environment will provide you with all the required resources (such as
the equipment and participants, etc.) to complete the assessment task. The
simulated environment is very much like a learning environment where you are
able to practice, use and operate appropriate industrial equipment, techniques,
and practices under realistic workplace conditions.
The simulated environment consists of the following:
● The training organisation is the workplace where you will be required to complete
your job-related tasks and activities.
● The standard operating/workplace procedures.

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● Your assessor will provide you with assistance throughout the assessment activity.
The simulated environment must meet the following criteria:
- Follow standard operating/workplace

procedures.
- Use up-to-date software and equipment.
- Work within stated timelines to meet

deadlines.
- Gain experience in the challenges and

complexities of dealing with multiple tasks.
- Experience prioritising competing tasks and

dealing with contingencies.
- The simulated environment to work with

others in a team.
- The simulated environment is sufficient to

communicate, contribute and participate in
tasks and activities.
- The simulated environment is sufficient to

work independently and manage workload.

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PART 1: Establish effective workplace relationship processes
Part 1 requires you to identify and develop processes to establish effective workplace
relationships.
It consists of a simulated scenario and five (5) sub-tasks.
Instructions for Students:
For Part 1, you must complete the tasks in the order given. Each task comes with a set
of instructions to guide you to complete the following:
● Task 1.1 Identify workplace collaboration processes
● Task 1.2 Develop Processes for Consultation
● Task 1.3 Develop Conflict Management Processes
● Task 1.4 Develop Task Issue Management Processes
● Task 1.5 Identify policies for diversity and ethical conduct
To complete this task, assessor will observe you during your activity. The assessor will
complete the Observation Checklist, and the same will be submitted as evidence
while you identify and develop processes to establish effective workplace
relationships.
TASK 1.1: Identify workplace collaboration processes
This task requires you to review Bounce Fitness’s policies and procedures for
ensuring workplace collaboration.
In this assessment task, you will:

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● Access and review Bounce Fitness’s policies and procedures for ensuring
workplace collaboration.
● Using Bounce Fitness as a simulated workplace, you are required to review Task
1.1 Communication Policy and Procedures, and Task 1.1 Employee Relations Policy
and Procedures.
Workplace collaboration refers to when at least two people come together to

work towards a common goal. During this time, each individual shares their
skills and ideas to reach the common goal.
● Locate and access the Task 1.1 Organisational Collaboration Processes and record
the policies and procedures at Bounce Fitness.
You will complete the template by completing the following:
● Identify at least two (2) of Bounce Fitness’s policies and procedures related to
workplace collaboration.
Relation to workplace collaboration is established if the policy and procedure

document contains a requirement that will guide employees on the proper
behaviour and practices to implement during each instance of workplace
collaboration.
● Record the title of each identified policy and procedure related to workplace
collaboration
● Identify at least one (1) process from each policy and procedure that must be
implemented during workplace collaboration for each policy and procedure
document.
Processes identified in this task will be used in Task 2.2.

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Coordination of activities among managers, supervisors, and staff to achieve shared goals is known as
collaborative management. Rather than giving management duties to a single person, a group of managers or
supervisors collaborate with their staff to assure the success of a company in a collaborative management
environment.
 Process of collaborative management
A common feature of collaborative management procedures is managing through shared goals that
management and staff members of an organization have agreed upon. The steps involved in this procedure,
referred to as management by goals (MOB), are as follows:
Review organization objectives
Defining and assessing your organization's objectives is the first step toward successful collaborative
management through goals. The goals that are established at this phase may include precise, quantifiable
targets or benchmarks, with an emphasis on improving the organization as a whole. An organization's
objectives could include boosting sales, achieving marketing objectives, cultivating customer relationships,
enhancing rules and procedures, or positively altering the corporate culture.
Set employee objectives
Once the organization's goals have been established, you can start educating staff members about the
overarching goals as well as the plans and tactics being used to achieve them. After that, you can collaborate
with each employee to identify personal aspirations that will help the firm achieve its goals. Usually, this is a
tiny group discussion between managers and individual employees, and the goals, strategies and plans devised
during this meeting often maximize the strengths and talents of the employee.
Monitor progress
Ensuring the success of employees involves closely observing their development at successive levels of
completion. To achieve this, set up one-on-one meetings with the employee at significant turning points.
During these sessions, you may talk about how they see their own development, address any resources or
assistance they might require for ongoing success, and offer feedback on their current work.
Evaluate performance
In the MBO framework, managers collaborate closely with staff members to continuously assess performance
as opposed to doing so in stages. Instead than waiting for meetings every month or year to evaluate their
progress, staff members may now incorporate input into their operations right away. Employees can adjust
and enhance their procedures based on the input they receive from ongoing performance reviews, ensuring
the successful completion of the tasks.
Reward success
Rewarding your staff for their successful work is a crucial component of collaborative management through
objectives. Public recognition, increased pay or benefits, or employee appreciation activities could all be used
as rewards for achievement. Offering rewards to staff members who meet goals and make contributions to the

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company's success is a terrific way to recognize their hard work, foster goodwill among coworkers, and
enhance corporate culture.
Communication Policy and Procedures

 Policy
Bounce Fitness specializes on providing dancing courses, personal fitness services, and group exercise
programs. Standardizing the company's internal communication channels is the aim of this communications
policy.
This policy makes sure that crucial information is shared among the employees of Bounce Fitness in a style that
is accurate, suitable in substance, and simple to access. This procedure is carried out in compliance with legal
requirements and industry best practices.
Channels of Communication
It is strongly recommended that workers use all available means of contact for work-related matters. They
have to abide by this policy as well as any other applicable laws and policies.
If you don't, you can face disciplinary action. The following communication channels can be used to provide
news and updates from Bounce Fitness about events and current business activity.
Bulletin Board
to make important messages easily accessible and pertinent to the interests of the staff. This covers
forthcoming training courses and open positions.
Emails
To alert all employees to critical information and to advertise forthcoming events and activities.
The Bounce Fitness internal email system will be used to assign each staff member a unique personal email
address. For workplace news and announcements, it is mandatory for all employees to consistently review
their emails.
Social Networks
Committee members will utilize it to interact and discuss ongoing initiatives online.
This makes it easy for each member to discuss and exchange opinions regarding events and activities related to
the firm.
Surveys
to get data and opinions straight from the Bounce Fitness employees. It gives each employee the opportunity
to offer suggestions and comments for enhancing the workplace culture and level of involvement.
Procedures
The communications policy of Bounce Fitness serves as a guide for all communications across all divisions.
Everyone who handles communications and information within the company is affected by this. The following
situations are included in this:

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Handling Complaints Raised by Clients
1. Listen to the client’s complaint

2. Empathise and apologise for the grievance
3. Offer options for possible solutions
4. Execute the solution chosen by the client
5. Follow-up with the client if the complaint is resolved
Handling Issues Raised by Employees
1. Listen to the employee’s complaint

2. Empathise and apologise for the grievance
3. Offer options for possible solutions in accordance with organisational policies
4. Execute the solution chosen by the employee
5. Follow-up with the employee if the complaint is resolved
Lack of Factual Communication
1. Confirm the reliability of the source of information

2. Checking the facts before disseminating information
3. Use tools and software to verify published information
4. Check if the information has been altered from its original version
Failure to Disperse Information
1. Standardise the approach or method for dispersing a specific type of communication

2. Determine which communication channels work best with the approach
3. Ensure that each information is clear, concise, and complete to avoid misinterpretation
4. Ensure that your message is received, processed, and retained by asking for feedback
Regular Performance and Training Reviews
1. Schedule the review ahead of time to ensure that there will be ample time
2. Give credit to the individual being reviewed by acknowledging strengths and contributions
to the organisation
3. Reflect on the individual’s objects, goals, and targets
4. Ensure that there is an incentive to reward the excellent performance
5. Set specific objectives for development, rewards, or other measure
6. Document the performance review in electronic files or paperwork
Encouragement of Employee Feedback on Business and Administrative Decisions

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1. Communicate the needs and priorities of the organisation through meetings, newsletters,
emails, etc.
2. Seek views and opinions of employees by encouraging a two-way flow of information
3. Review and improve strategies for communication flow of ideas and information
4. Consider ideas for rectifications and asses against organisational goals and objectives
5. Disseminate the decision and reasons why back to employees and representatives
6. Once the change has been implemented, invite feedback on the process to improve the
next consultation process.
Regular Staff Meetings and Communication with Employees
1. Determine the frequency of staff meetings based on the number of employees, location
of employees, and workload
2. Determine the participants by analysing if it will be a productive use of their time
3. Select action items that would be of interest to the widest cross-section of employees
4. Prepare agenda ahead of time that includes the purpose of the meeting, its expected
duration, how much time will be allocated to each action item, the decisions that must be
made by the end of the meeting.
5. Schedule the meeting based on the participants’ availability
6. Seek feedback on how to improve meetings to make them more engaging
Establishment of Employer/Employee (and Employee Representative) Committees
1. Establish the functions of the committee

2. Define the committee membership
3. Elect the representatives on the committee
4. Specify details and makeup of designated work groups
5. Renegotiate designated work groups if there are changes to employee numbers, nature
of work conducted, environment, location, hazards in the workplace, hours worked, or
languages spoken by employees

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Task 1.2: Develop processes for consultation
This task requires you to develop processes that will be followed while consulting with
employees at Bounce Fitness as a simulated environment.
● Locate and access the Task 1.2 Consultation Processes template and use the
template to record the processes the students will develop in this task.
● Complete the template by developing the following processes to be followed

when consulting with employees:
- At least one (1) process that will allow

employees to contribute to the discussion
during a consultation.
Contribution refers to how employees can actively participate in the discussion

held during each consultation.
Methods for employee contribution can include, but are not limited to, the
following:
1. Employees provide feedback on the topic being discussed.
2. Asking for ideas from employees on areas for improvement.
- At least one (1) process for facilitating the

employees’ contribution gathered to decide.
These can include, but are not limited to, the following:
1. Determining how to facilitate the employees’ contributions
2. Ensuring that each decision made is not biased to just one employee’s
contribution
- At least one (1) process for providing feedback

on the outcome of the consultation.
Communication methods can vary and can include, but are not limited to, the
following:

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1. Conducting a meeting
2. Sending an email
- Identify at least two (2) kinds of information

you will include in your feedback.
Feedback provided refers to the results of a discussion that is held between a

mediator (e.g., manager) and each party concerned in the discussion.
Information that must be gathered and reported can include, but is not limited
to, the following:
1. How well the employee receiving feedback performed based on the

result of each discussion.
2. How the employee can further improve their performance.
Processes developed in this task will be used in the later tasks.
Various methods of consultation can be used, based on what works best for your employees and
environment.
The best way to consult will depend on:
o Ask your employees how they would want to be consulted and take into consideration
their demands, as well as the complexity,
o frequency, and urgency of the issues that need to be discussed.
o Other factors to take into consideration include the size of the firm, its structure, how
work is organized, and where employees are located.
Formal arrangements can be used for consultation, or it might be suitable to use your regular
interactions with coworkers for consultation. Regularly having direct conversations with
employees on health and safety may be all that is necessary at smaller companies with fewer
employees and lesser dangers.

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There are numerous ways that consultation can take place, such as:
o representatives for health and safety (HSRs)

o committees for health and safety
o routine gatherings of the team
o Pre-start briefings or "toolbox talks" should be a regular part of your interactions with
employees, such as when you go around the floor.
o frequent emails, feedback, and staff updates.
It is necessary to make consultations accessible to employees and to promote their involvement.

For instance, you may have to:
o Space out the times you consult with employees so they work various shifts.
o maintain a welcoming attitude toward health and safety
o Employ anonymous employee opinions through surveys and feedback forms.
o Arrange special sessions with employees who handle particular responsibilities.
o Use worker representatives, such as HSRs, to encourage employees to engage in health
and safety consultations;
o give new or younger employees more information or support;
o and use translation and interpretation to confer with employees from a variety of
cultural and linguistic backgrounds.
When employees feel that their opinions and concerns on health and safety are valued, they are
more inclined to participate in consultation.
You ought to urge your employees to:

o Make inquiries regarding safety and health.
o express worries and bring up issues
o Contribute to the problem-solving process,
o share their expertise, and offer safety advice.
Consultation procedures
It can assist to prevent confusion about the process and timing of consultations if you and your
employees agree on consultation guidelines.

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The following are believed to be the most beneficial aspects of consultation procedures:
o who will be consulted on the matters you need to consult on

o how workers and health and safety representatives will be consulted and how
information will be disseminated
o How employees and health and safety representatives can voice their opinions;
o How workers with disabilities or particular language or literacy needs will be consulted
o When the processes will be reviewed,
o and how input will be distributed to employees and health and safety reps.
You can determine whose responsibilities for health and safety are shared as well as how you
will collaborate and plan your activities by consulting with one another.
Through consultation, you should be able to come to an agreement on:
o the dangers and hazards to work health and safety

o how each company's operations could interact and increase the risks and hazards for the
people who could be impacted,
o how those risks would be handled,
o and who would be in the best position to handle each risk.
o Each responsibility holder's tasks, responsibilities, and actions should be specified
through consultation.
Information is exchanged through a variety of channels, including writing and speech, in

communication. Formal or informal communication is required, and it must happen on
schedule.
Open communication
 It's critical to communicate openly at work. All employees, including managers and team
leaders, are permitted to communicate.
 Workers are required to act in a prompt, courteous, and professional manner.
 In the workplace, giving feedback is encouraged. It might be written or spoken, formal or
informal.
 In order to guarantee successful communication, it is critical to listen intently and answer
honestly.
Electronic communication

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When interacting electronically, employees have a need to behave honourably and
professionally. This holds true for correspondence with clients as well as coworkers.
When engaging in electronic communication, staff members should be careful to:
• Speak politely;
• React promptly; and
• Provide accurate and succinct information.
Workers shouldn't assume that communications made via electronic means are private. Through
a communication system, any information can be sent, received, stored, and used for any reason
and at any time.
Public communication
Unless instructed or given permission to do so, an employee is not permitted to speak to the
media or other external entities, its operations, finances, clients, or rival companies. This kind of
approval needs to come from the chief executive officer.
Any employee's public remarks should not be interpreted as officially sanctioned, even if they
are made in a private capacity.
Task 1.3: Develop conflict management processes
This task requires you to develop conflict management processes to identify and
handle conflicts at Bounce Fitness as a simulated workplace.
● Access and review at least two (2) policies and procedures about conflict

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management at Bounce Fitness as a simulated workplace.
● Using Bounce Fitness as a simulated workplace, you are required to locate and
access Task 1.3 Conflict Resolution Policy and Procedures and Task 1.3 Complaints
and grievance Policy and Procedure.
Conflict management refers to the process of identifying and handling conflicts

that arise in the workplace.
● Locate and access the Task 1.3 Conflict Management Processes template
provided.
● Complete the template. In order to complete the template, you must:
- Identify each of Bounce Fitness’s conflict

management policies and procedures
accessed.
- Based on your review, determine the

requirements that must be met whenever
conflict management is being implemented.
- Outline at least two processes for conflict

management based on the policies and
procedures reviewed which include:
o At least one (1) process on how to identify the existence of a conflict
o At least one (1) method to identify the existence of conflict (e.g.,

consultation with team members)
Conflict refers to disagreements or arguments between employees that often

lead to a strain in workplace relationships.
o At least two (2) kinds of information to collect to identify the conflict.
1. Who is involved in the conflict?
2. When did the conflict occur?
o Identify at least one (1) person you intend to gather information

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about the conflict from (e.g., will you include witnesses or only those
involved in the conflict?)
o At least one (1) process on how to resolve conflicts is identified.
You must ensure to include the following:
1. At least one (1) opportunity for all involved employees to meet to discuss
how to resolve the conflict.
2. Who will make the final decision on how to resolve conflict?
3. At least one step is to ensure that all parties concerned agree with the
decision.
Processes developed will be used to complete later tasks.
Conflict resolution
Policy and Procedure
Scope: The Complaints and Grievance Policy and Procedure is applicable to all employees of
Bounce Fitness including Management, Administrators, and all employees working with customers.
Purpose: The purpose of this policy is to provide a quick, effective and consistently applied
method for a nonsupervisory employee to present his or her concerns to management and have
those concerns internally resolved.
Policy Statement:
It is the policy of Bounce Fitness to create an environment where complaints, conflicts, and
grievances are welcomed and viewed as an opportunity for acknowledgement and improvement.
This is to ensure that individuals have the right to make comments and complaints and are
encouraged to exercise their right in blame free, resolution-focused culture respecting an
individual’s right to privacy and confidentiality. It is acknowledged that such conflicts and
complaints are vital to review internal performance and processes and to seek continuous
improvement of services as we seek to achieve our High-Quality service objectives.

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Procedures:
Step 1: Discussion with supervisor
1. Initially, employees should bring their concerns or complaints to their immediate supervisor
(Centre Manager for employees working at our sites). If the complaint involves the employee’s
supervisor, the employee should schedule an appointment with that supervisor to discuss the
problem that gave rise to the complaint within five working days of the date the incident
occurred.
2. The immediate supervisor should respond in writing to the complaint within five days of the
meeting held with the complainant employee
Step 2: Written Complaint
Complaints and Grievances written complaints can be made by:
1. If the discussion with the immediate supervisor does not resolve the problem to the mutual
satisfaction of the employee and the supervisor, or if the supervisor does not respond to the
complaint, the employee may submit a written complaint to the employee’s by completing an
Employee Complaint form to Centre Manager.
2. Employees may forward this form directly to General Manager, Human Resources, if required.
If the complaint is about:
• another team member then an interview is arranged with the Centre Manager
• Centre Manager then arrange an interview to phone the General Manager, Human Services
3. An acknowledgement of the written complaint is due within five working days from the
receipt. The complaint should include:
• The problem and the date when the incident occurred.
• Suggestions on ways to resolve the problem.
4. Upon receipt of the formal complaint, the General Manager, Human Resources must schedule a
meeting with the employee within five working days to discuss the complaint. Within
approximately five working days after the discussion, General Manager, Human Resources
should issue a decision both in writing and orally to the employee filing the complaint.
Step 3: Appeal of decision
a. If the employee is dissatisfied with the decision of the General Manager Human
Resources, the employee may, within five working days, appeal this decision in writing to the
Chief Executive Officer (CEO).
b. The CEO may call a meeting with the parties directly involved to facilitate a resolution or refer
complaints to a review may occur if the CEO believes that the complaint raises serious
questions of fact or interpretation of policy. The CEO may gather further information from
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involved parties.
Recommended Technique and Procedures:

When working with complainant and employees, read the following guidelines but undertake what is
relevant to the particular situation:
• Address the issue early. The longer you let an issue fester, the more time you waste and the
greater chance you have of it spiralling into other problems. •
• Address the issue privately. Set up a time to talk in a private place, where you won’t be
overheard or interrupted. Speak to the person with whom you have the conflict and try to
resolve the issue one-on-one before involving others.
• Expect discomfort. You may have to say up front: “Although this is uncomfortable for me, if I
don’t address this, I’m afraid we will not meet our goal.”
• Be specific and objective. Identify the specific issue at hand and the effect it is having. Avoid
generalizing statements such as “always,” “ever” or “never.” Stick to the subject; try not to
digress into broad personality issues or revive past issues.
• Focus on the outcome. Do not dwell on problems or blame. Keep the spotlight on finding
solutions and how you will reach the desired outcomes. “In order to reach the goal of X, I
think we need to do Y.”
• Be open. Doing so establishes an atmosphere of mutual respect and cooperation. Listen to

and consider others’ opinions, points of view and ideas. Understand and appreciate that they
think differently than you and may bring a greater, or different, understanding to the table
that will help resolve the problem more quickly and effectively.
• Respond constructively. Let the other person know you value what he or she is saying, even
if you don’t agree. Try to avoid responding negatively or directly, for example criticizing,
ridiculing, dismissing, diverting (talking about yourself rather than about what the other
person has said) or rejecting the other person or what they are saying.
• Know your triggers. Learn to recognise your personal warning signs for anger and figure out
the ways that work for best for you to constructively control your anger.

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• Maintain a sense of humour. Be willing to laugh, including at yourself. Maintaining a sense
of humour can relieve stress and tension, and help get you and others through a difficult
time.
• Learn to compromise. Compromise is important in any relationship. If you disagree on an

issue, discuss the problem calmly, allow each person to explain his or her point of view, and
look for ways to meet each other in the middle.
• Don’t attempt to resolve conflict when tempers are flaring. During an argument, often no
one can agree on a reasonable solution. If that is the case, agree to take a break and come
back to the problem later, when you have had time to settle down and think about the issue.
• Know when to retreat. The conflict resolution process will not always work. The level of the
skills of some people may not be at the point where they can be full partners in this process.
For example, you may have a spouse who does not want to, or know how to, solve the
problem. You may also have a conflict with a coworker, boss or higher-up who is known for
irrational outbursts. You must take all these factors into consideration and know when it may
be more appropriate for you to cut your losses and retreat
Responsibilities
Negotiation and conflict resolution is the responsibility of the following:

• Centre Manager,
• Assistant Manager or
• General Manager, Human Resources or their delegate.

Note: this will be determined by the complaint or conflict situation.
Reporting

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Centre Manager is to report any complaints to General Manager, Human Resources General
Manager, Human Resources will report complaints to CEO.
CEO will take any Complaint Reports to the Board for review, to determine if there are changes
required.
Requirements for conflict resolution

The following guidelines must be followed in order to resolve conflicts before they become
serious ones:
o as soon as is practically possible, regardless of seniority or rank within the
organization, all parties should be treated fairly and equally.
o The process should also be confidential to minimize disruption to non-participating
parties. All employees should have open access to it,
o and it should be transparent and a sincere effort to resolve internal conflicts in order
to preserve positive working relationships.
Procedure
All workers are required to adhere to the following conflict resolution procedure:
o To address the issue(s) and explore potential solutions, an employee or employee
representative meets with the employee's direct line manager or supervisor
(henceforth referred to as the "manager").
o The management will pay close attention, make an effort to collaborate with the
worker and/or the worker's representative, and try to reach a mutually acceptable
conclusion.
o A more senior manager will listen intently and try to resolve the issue with the
employee and/or the employee's representative in order to come up with a mutually
agreeable outcome if the issue(s) cannot be resolved and/or it is inappropriate for
the manager to deal with the problem.
o If a resolution is not forthcoming, then the matter will be referred to top-level
management.

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The following are some actions you can take to settle disputes at work:
1. Understand the conflict

Make sure you are well aware of both your and the other party's positions in the dispute
before you start speaking with them. It's crucial to be clear about both your own and the
other person's interests. Consider what aspects of the conflict truly matter to you, as well as
your worries and desired outcome. Perform the same activity when considering the conflict
from the viewpoint of the opposing party. Consider what kind of arrangements you may
possibly come to.
2.Explore alternatives
Sometimes the parties to a dispute are unable to come to a mutually accepted resolution.
Before you sit down to discuss a resolution with the other party, you need to keep this in
mind. Consider when you will give up on the disagreement and what you will do if you are
unable to come to an understanding. Then, as you're coming up with potential conflict
resolutions, you can quickly assess if a new solution is superior by contrasting it with the
best one you've previously chosen.
3. Locate a quiet, impartial location.

It's critical to locate a private, peaceful, and impartial space where you can talk about the
conflict. A private setting is crucial since the ultimate objective is to release tension. If you
can shut the doors and talk discreetly without being overheard, a manager's office or
perhaps a conference room would be a good option.
4. Communicate both sides

It's time to speak with each other directly after you have considered each other's and your
own interests and have found a quiet, neutral space in which to do so. To make the most of
your time together, consider the following advice:

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Be an active listener. To make sure you comprehend everything the other person is saying,
make sure you listen intently and paraphrase what they say. You may begin, for instance, by
saying, "So you're claiming that... Did I interpret you correctly?
Let everyone participate. Allow everyone who want to participate to the conversation to do
so if there are several people participating. Participants will be able to influence how the
conflict is resolved and will be helpful in identifying a solution.
Avoid forming assumptions. To ensure that you thoroughly comprehend each position, keep
an open mind and keep asking questions and accumulating facts.
Keep your cool. Even if the other person gets emotional, keep your composure. If necessary,
you might even wish to apologize as this can help defuse the situation.
5. Recognize nonverbal cues

Keep in mind that you are communicating with the other person through body language
even when you are not speaking. You want to come across as composed and receptive.
Here are a few methods to accomplish this:
o Keeping your eyes open

o Being aware of how you communicate
o letting your shoulders and neck drop
o using a reasonable tempo and volume while speaking in a neutral tone
o avoiding using terms like "always" or "never" that suggest an absolute
6.Identify a common goal

In this phase, both sides decide how they want the dispute to end. After resolving the
underlying issue, people frequently find that while they are striving toward the same
objective, their methods for getting there differ. Talk about your hobbies and what you
would like to see happen. Ask the other person to follow suit. You can begin working toward
a resolution as soon as you've determined the shared objective.

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7. Make use of an impartial mediator
Occasionally, it could be beneficial to involve an impartial third party that everyone believes
to be impartial. This can guarantee that everyone understands the other person completely
and, if needed, keep reminding everyone of the main objective to keep the discussion and
brainstorming session constructive. Among the mediator's potential positions are:
o Considering all viewpoints and communicating them to one another in order to

identify shared interests
o Maintaining mutual respect, concentration, and reason
o Searching for answers that would benefit both sides equally
8. Brainstorm solutions
You can start considering potential solutions now that you have a thorough understanding
of the issue, each party's interests, and the overall objective for all parties. Make an effort to
generate as many concepts as you can. Seek for compromises or win-win scenarios that
both sides can support.
Talk about each concept. Think about the details and if there are any other parties
connected with the proposal who ought to be consulted. If a concept is unworkable, explain
why it is unworkable. When a subordinate and you are at odds, consider using their
suggestions first to strengthen their sense of personal commitment and give them a sense
of being heard.
9. Agree on a plan of action

Find areas of agreement between the two of you and come up with a few alternative
solutions. Finding a solution that benefits all parties involved is ideal. If this isn't feasible,
though, find a concept that everyone can support and believe in.
TASK 1.4: Develop task issue management processes
This task requires you to develop task issue management processes to identify and
resolve issues that can occur during the completion of certain tasks.

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● Access and review at least one (1) of Bounce Fitness’s policy and procedure about:
- Identifying issues employees have with their

tasks.
- Addressing the employees’ task issues.
● Using Bounce Fitness, you will locate Task 1.4 Personal development Policy and
Procedures and review the document.
● Locate and access the Task 1.4 Issue Management Process template and use this
template to outline the processes you will develop in this task.
● Complete the Task 1.4 Issue Management Process template. To complete the
template, you must:
- Identify at least one (1) of Bounce Fitness’s

policy and procedures for task issue
management that you have reviewed.
Task issue management refers to the process of identifying and resolving issues
that can appear when conducting any given task.
- Develop the following processes based on your

review of the identified policies and
procedures:
You must ensure to include:
1. At least one method the student intends to use to identify task issues.
2. How do they intend to use the identified method to identify the task
issues
o At least one (1) process for identifying task issues
o At least one (1) process for guiding an employee based on the

identified task issues.
Guidance refers to the process of providing advice to the concerned employee

on actions they can take to address their workplace issues.

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You must ensure to include:
1. At least one method to provide guidance.
2. How to identify the content of the guidance to be delivered.
- Identify only one (1) of the following types of

processes to develop for addressing task
issues:
o Process for resolving escalated issues
o Process for referring the task issue to relevant personnel
Relevant personnel refer to individuals within the organisation that possesses

the required expertise to handle the issues that will be referred to them.
- Develop the process identified:
o If you develop a process for resolving escalated issues, including the

following:
▪ Identify at least one (1) type of issue that will be escalated
▪ At least one (1) procedure to identify support that you must

provide to resolve each issue escalated.
Support refers to additional activities (e.g., training, workshop sessions) or

resources (e.g., learning materials) that can be provided to employees to assist
them in addressing their identified task issues.
o If you develop a process for referring the issue to relevant

personnel, outline the following procedures:
This process can include, but is not limited to, the following:
1. How to contact the relevant personnel?
2. How long since the identification of the issue must the relevant
personnel be contacted for the referral?
▪ At least one (1) procedure for determining the personnel

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needed that can provide counselling to resolve the issue.
▪ At least one (1) procedure for referring the issue to the

identified relevant personnel
Processes developed in this task will be used in Task 2.4.
Bounce Fitness understands how important it is for everyone who works there as well as guests
to be healthy and safe. Resources that are commensurate with the significance of occupational
health and safety shall be made available to ensure that the workplace is safe and free from
health risks, as well as to comply with all applicable Acts and Regulations.
Risk Management: All organizational levels, daily operations, strategic and operational planning,
and decision-making require risk management, which is acknowledged by Bounce Fitness.
a) Bounce Fitness is dedicated to risk management and minimization through the identification,
analysis, evaluation, and treatment of threats to the organization's goals.
b) Employees of Bounce Fitness will apply risk management in compliance with applicable risk
management standards and other legal requirements.
c) Bounce Fitness is dedicated to making sure that every employee, particularly those with
managerial responsibilities, has a thorough comprehension of risk management concepts and
the necessary abilities to apply risk management in an efficient manner.
Hazard Identification
Bounce Fitness understands that there needs to be a formal procedure in place to identify
hazards and manage risks in order to guarantee that every part of the workplace is safe for
everyone who works there.
Emergency
Bounce Fitness guarantees that, by using the proper resources, it is ready for emergencies and
major crises and can respond to them successfully. Bounce Fitness recognizes that the
detrimental effects of unforeseen events can be reduced by taking preventative measures and
managing emergency situations well.

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Evacuation: In the event of a fire or emergency, established protocols for evacuation have been
put into place to help lessen the negative impacts of an unforeseen, unplanned incident that
calls for quick action to stop damage.
Investigation of Incidents
Bounce Fitness is dedicated to looking into occurrences. The purpose of an incident investigation
is to minimize or completely eradicate the risks related to the occurrence and to stop it from
happening again.
It is necessary to carry out health and safety investigations to ascertain the incident's cause and
to suggest and carry out corrective measures. It is improper to carry out investigations in order
to assign blame or accountability. Crucially, the extent and intricacy of any inquiry must
correspond with the actual or possible gravity of the occurrence. The inquiry process requires
that the findings be communicated clearly.
Incident Reporting
As mandated by the Workplace Health and Safety Act of 2011, Bounce Fitness must record
any "notifiable incident" as soon as it is discovered.
Additionally, the incident scene must be kept safe until an inspector shows up or gives an
order.
Risk Management Procedures

To maintain a safe workplace for everyone, all employees are required to abide by the work
health and safety rules, procedures, and instructions.
The Assistant Manager and the Centre Manager, if relevant, assign duties for managing
occupational health and safety.
Everyone has a responsibility to guard against and shield others from any dangers or
occurrences as soon as they are noticed. The person is required to report any dangers or
events to the Assistant Manager or Centre Manager if they cannot be resolved right away.
In order to guarantee that all risks are appropriately recognized, examined, assessed,
managed, and tracked, Bounce Fitness takes the following actions:
1. Setting the Context - When identifying and managing risks related to the accomplishment
of strategic and operational objectives, Bounce Fitness takes the nature of such risks into
account.
2. Hazard Identification: This involves determining whether objects or circumstances
provide a risk of harm to others.
3. Risk Assessment: This refers to the whole procedure that includes risk identification,
analysis, and evaluation.

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4. Risk Identification: To create a thorough list of risks that may either positively or
negatively affect the organization's goals, identify potential causes, areas of impact, sources
of risk, and potential repercussions.
5. Risk Analysis - Taking into account a variety of factors, including causes, sources of risk,
outcomes, and chances of producing a risk assessment. The grade will help establish the
best course of action for managing these risks.
6. risk Evaluation: Using a uniform overall ranking and rating system, the degree of danger
discovered during risk analysis can be prioritized and graded.
7. Communicate and Consult - To successfully integrate risk procedures into the business,
effective communication, consulting, and risk management education are required.
8. Risk treatment: Choosing a risk modification strategy that takes financing and other
resource constraints into account.
9. Monitoring and review - To ensure the efficacy and suitability of the management-applied
treatment programs, ongoing monitoring and review of risk profiles is necessary.
a) Hazard Determination
Identification of hazards is the process of locating objects and circumstances that could
endanger human life. In general, the following characteristics of labour provide hazards:
o The physical workspace;
o tools, supplies, and materials used;
o tasks and methods of execution;
o and work design and administration.
b) Risk assessment
Leap Fitness comes when any place or operational system has undergone a methodical
inspection to reduce risk and control hazards: An individual can:
o identify risks,
o evaluate and analyse their likelihood and potential effects,
o and review current or planned ways to risk control by using the risk assessment
process.
o Include control measures as needed
c) Controlling Risks
1. The Assistant Manager or the Centre Manager will evaluate risks.
2. The individual evaluating the risks will choose the risk control strategies, with the Centre
Manager's approval.
3. The right people with authority over the risk's characteristics must handle the risks.

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4. Risks and the appropriate treatment plan should be emailed to the appropriate staff
members. Considering the treatment plans, the necessary staff will be responsible for
resolving the risk.
d) Auditing
Bounce Fitness continuously improves risk treatment by using a variety of auditing
techniques to ensure the efficacy and appropriateness of the treatment plans implemented.
e) Risk Reviews: To ensure that the control measures continue to be effective, the center
manager must examine any areas that need improvement following the deployment and
monitoring of risks.
f) Continuous Improvement: Every risk is recorded in a table dedicated to continuous
improvement, enabling the implementation of additional suggestions and modifications for
every risk.
Common Types of Risks
Hazard Potential Harm How harm occurs
Manual tasks Muscular strain Overexertion

Repetitive movement
Gravity Fractures, bruises, lacerations, Falling objects

dislocations and concussions
Falls, slips and trips of
Permanent injuries or death
people
Electricity Shock or burns Ignition from sparks
Death from electrocution Exposure to live electrical wires
Machinery and Fractures, bruises, lacerations or Being hit by moving vehicles

equipment dislocations being caught by moving parts
of machinery
Permanent injuries or death
Hazardous Respiratory illnesses, cancers or Chemicals (such as acids,

chemicals dermatitis hydrocarbons, heavy metals)
Dusts (such as asbestos and silica)
Extreme burns, heat stroke or fatigue Exposure to extreme heat

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temperatures hypothermia or frostbite Exposure to extreme cold
Noise Permanent hearing damage Exposure to loud noise

can cause
Radiation Burns, cancer or blindness Exposure to ultraviolet rays,

welding arc flashes, microwaves
and lasers
Biological Hepatitis, Legionnaires, disease, Q Exposure to micro-organisms

fever, HIV/AIDS or allergies
Psychosocial Low employee productivity, loss Experiencing work-related

hazards of self-esteem, fatigue and stress, bullying and violence
depression
To the greatest extent feasible, management will supply and maintain:

o a secure workplace
o Workplace safety systems and amenities for employees' well-being
o All reasonably required information, guidance, training, and supervision to
guarantee each worker's safety from harm and health risks
o a pledge to communicate with and collaborate with employees on any issue
pertaining to health and safety at work
o a dedication to maintaining our performance improvement through efficient safety
management.
The following duties are assigned to staff:
o Observe safe work procedures to prevent harm to themselves, others, and property,
including plants and equipment.
o take appropriate precautions for their own and others' health and safety.
o When required, put on personal protective equipment and clothes.
o Observe all instructions issued by management on health and safety.
o not abuse or tamper with any equipment meant for health and safety
o No matter how minor the event, report any workplace accidents and occurrences
right away to their manager or supervisor. They should also report any known or
observed hazards.
Consultation Procedure

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In addition to being mandated by law, consultation is a crucial component of risk
management for health and safety. To guarantee safe working conditions for all, especially
in a fitness centre that demands a lot of manual handling, everyone must be involved. The
collaboration of workers and management is essential to identify appropriate solutions that
will benefit the organization as a whole.
Making better judgments for safe work execution will be made easier by utilizing the
knowledge of all employees.
Other advantages of effective health and safety consultancy are as follows:
Increased dedication and awareness:
o Employees who actively participate in the decision-making process about health and
safety will have a better understanding of the decisions taken.
o Good working connections because more cooperation and trust are derived from an
understanding of others' perspectives.
Workers will be consulted when:
o identifying hazards;
o evaluating risks associated with work being done or to be done;
o and making decisions about how to reduce or eliminate those risks.
o deciding if facilities are adequate for workers' welfare
o recommending modifications that could have an impact on the health or safety of
your employees choosing how to consult with employees, addressing health or
safety concerns, keeping an eye on employee health, and monitoring
Whom to consult
When a risk that could endanger employees' health and safety is discovered, the centre
manager or work health and safety officer is required to confer with the employees who will
be directly impacted by the risk to determine the best course of action for mitigating it.
When an employee notices a risk that could endanger their health and safety or the health
and safety of others, they have an obligation to report it to the centre manager right away
so that the risk can be addressed as soon as possible.
On what to Consult
Workers are not limited to raising concerns about foreseeable risks; they are also highly
encouraged to:
o ask questions about health and safety
o raise concerns and report problems
o make safety recommendations
o be part of the problem-solving process.

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Reporting
Every stage of the process requires the person in charge of risk management to report on the
state of the risk.
The reporting procedures listed below need to be completed within the first 24 hours of the
action:
o Every risk assessment and hazard identification escalation to management
o The actions that were deliberated and decided upon during the consultation have to be
carried out within the next twenty-four hours.
o Outcomes of risk management at first application
Bi-monthly Consultation with WHS

One of Bounce Fitness' top objectives is the health and safety of its employees and members on
the job. We hold bimonthly WHS meetings with the workplace personnel to identify
modifications and improvements to improve the health and safety of the workplace, with the
goal of keeping fitness centres safe for everyone.
Procedures for Investigating Incidents

When is an inquiry carried out?
The Work Health and Safety (WHS) Officer or Centre Manager will decide if an investigation is
necessary after receiving a report of an incident, near miss, or hazard. It could be predicated on:
o The incident's potential or actual severity
o The degree of danger
o The quantity of parties involved
o The intricacy of the influencing elements
Please take note that every occurrence that has to be reported will be looked at.
Any of the committees responsible for health, safety, and well-being may request an
investigation. If an inquiry is necessary, it should start as soon as it's practical to do so.
Who conducts the investigation?

The Centre Manager conducts the inquiry, or the WHS Officer may put together a team to help.
The team's members may include, but are not required to be limited to:
o Local manager or supervisor
o Individuals that were a part of the incident
Incidents that require notification

In the event that an occurrence meets the requirements of the Work Health and Safety Act of
2011 to be reported. The manager or supervisor will provide the regulator notice as soon as they
can, or within the stipulated time frame.

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The person in charge of the work area is required to make every effort to prevent anyone from
entering the scene of the incident until an inspector arrives, or at any earlier time that the
inspector specifies.
Note: The Incident Reporting Procedures have more information.
Establish background
This entails gathering data to determine the series of events leading up to the incident, near
miss, or hazard in order to help identify the cause or contributing factors. It includes:
 Examination of the event, near miss, or danger location
 interview with pertinent individuals
 Examining the documents:
o Risk evaluations
o Safety Data Sheets for Materials
 Standards and/or rules of practice applicable
 Establish the risk assessment for the occurrence, hazard, or near-miss under
investigation.
Identify the contributing elements

Based on the principles of root cause analysis, contributing elements are identified and classified
into four groups:
o Individuals
o procedural and organizational
o Tools and supplies
o Conditions in the environment and the physical surroundings
Recommendations
The suggestions try to reduce or eliminate the risks connected to this and other events, near
misses, or hazards by addressing the relevant factors.
WHS regulations, codes and practices, and industry standards should all be followed.
o be doable and under management's authority to rectify

o If necessary, provide both immediate and long-term solutions.
o Provide different strategies, if at all possible, to address relevant variables.
Developing an action plan

It is necessary to create an action plan that will both implement the suggestions and lessen the
likelihood that the incident will happen again.

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This includes a stakeholder meeting that ought to cover the following, without being restricted
to:
o HR representative and
o centre manager
o A representative of WHS
Reviewing the inquiry report's recommendations and creating an action plan to put them into
practice are the goals of this meeting. This action plan HAS to contain:
o Specifics about which recommendations should be followed and how should they be
carried out
o Information on any extra steps taken as a result of the stakeholder group's talks
o Those who will be responsible for overseeing and carrying out each recommendation
o Dates by which each recommendation's implementation must be completed
o Dates for action review and/or follow-up
Note: An item cannot be delegated to another person without the original individual's consent.
Implementing an action plan

The manager/supervisor must ensure the implementation and monitoring of
recommendations on the action plan by the dates stipulated on the plan.
Review
The recommendations/actions must be reviewed post-implementation to: Ensure that they
are effective in reducing risks Ensure that the implementation has not created additional
hazards The manager/supervisor must ensure that this review takes place and that the date
of the review is documented on the action plan.
Incident Reporting Procedures

As per the Workplace Health and Safety Act of 2011, it is incumbent upon the Person Conducting
a Business or Undertaking (PCBU) to duly report any and all incidents that are subject to
notification.
o If there is a notifiable incident, it must be reported to management by a manager or

higher. The occurrence needs to be reported to a management as quickly as possible if
one is not there at the moment.
o The manager who will report the occurrence needs to get in touch with the
State/Territory authority.
o Reporting an occurrence must be done as soon as the situation allows. The notification
must be sent as soon as feasible, which may be by mail or phone.

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o The scene of the incident has to be kept safe until an inspector arrives or directed
otherwise.
Sending the following report to the regulator is required:
o A synopsis of the occurrence

o The nature of the occurrence
o The time and date
o Address of the incident
o Detailed account of the occurrence that needs to be reported.
Details on the person or people engaged in the incident, such as:
o Name,
o birthdate,
o address,
o and phone number
o Line of Work
o Notification relationship to entity
The following needs to be shown if the person or people are receiving treatment:
o Initial therapy
o Where the patient is receiving treatment
o A description of the injury or condition
o The business's trading and legal names
o Business Address
Any steps being done or planned to be taken to stop a recurrence?
Details of the Notifier
o Name
o Phone number
o Position in the company
Details about the person to get in touch with (if not already notified)
o Name
o Contact number
o Position at work

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Task 1.5: Identify policies for diversity and ethical conduct
This task will require you to identify policies and procedures regarding diversity and
ethical conduct that they will follow at Bounce Fitness as a simulated workplace.
● Locate and review at least two (2) of Bounce Fitness’s policies relevant to diversity
and ethical conduct.
● Using Bounce Fitness as a simulated workplace, you will use the Task 1.5 Code of
Ethics and Task 1.5 Diversity Policy provided, students, will complete the Task 1.5
Diversity and Ethical Policies template.
● To complete the template, you must:
- Access at least two (2) workplace documents

relevant to the following:
o Diversity
o Ethical conduct
- Identify the following policies in the documents

accessed:
o At least one (1) policy for diversity
o At least one (1) policy for ethical conduct
- Record the identified policies in the Diversity

and Ethical Policies template.
You must ensure that while writing each policy, you are using appropriate:

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1. Vocabulary
These can include, but is not limited to, the following:
a. Avoid the use of jargon or technical language
b. Use short and simple words
2. Grammatical structure
a. Words are capitalised correctly
b. Punctuations are used properly
3. Conventions
These include, but are not limited to, the following:
a. Some words are correctly abbreviated
b. Proper spelling is observed
Responses in this task will be implemented in Task 2.1
Code of Ethics
No matter what position, circumstance, or status a person may have in society, Bounce
Fitness expects its employees to always perform their jobs and responsibilities in a way that
does not jeopardize the professional, ethical, or moral standing of anyone they come into
contact with in a professional setting.
Relationships with and Obligations to Clients:
Maintaining Confidentiality
Employees of Bounce Fitness are in charge of protecting private client information in
compliance with privacy laws, in addition to exchanging information as needed with other
professionals.

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Personal Relationships
Employees of Bounce Fitness are not permitted to get into personal relationships that could
compromise the establishment's professionalism and integrity.
Respecting Client’s Rights

Employees at Bounce Fitness have an obligation to uphold and defend the safety,
autonomy, privacy, and dignity of everyone they come into contact with—regardless of that
person's status, circumstance, or role in society.
Employees at Bounce Fitness are obligated to advise every customer of any potential
financial costs associated with using any products or services. Prices must always be just
and reasonable in light of the services rendered.
Integrity in Professional
Advertising
Employees of Bounce Fitness may run advertisements pertaining to their own professional
practices as long as the content isn't vulgar or sensational, isn't false, misleading, deceptive,
or likely to mislead or deceive, and doesn't suggest or assert that any one employee of
Bounce Fitness is better than any other employee of Bounce Fitness.
There may be a remark about the areas of practice competence of the Bounce Fitness staff
in this advertisement.
Discrimination
Employees at Bounce Fitness are prohibited from engaging in professional discrimination
on the grounds of race, culture, handicap, language, age, gender, sexual orientation,
religion, political views, or social standing.
Alcohol, drugs, or personal abuse

Employees at Bounce Fitness have an obligation to uphold and defend the autonomy,
privacy, dignity, and safety of everyone they come into contact with, regardless of that
person's status, circumstance, or role in society.
Employee loyalty- at Bounce Fitness includes upholding and respecting the dignity of their
fellow professionals as well as their professional organization.
Comment from the Public

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Employees of Bounce Fitness are required to make sure that when they publish articles or
comments, it is evident that they are speaking for the company as a whole or making
personal remarks.
Working Relationships
Employees of Bounce Fitness are expected to respect the requirements, customs, norms,
unique skills, and duties of both their own and other professions as well as the
organizations and agencies that make up their workplace.
Professional Development
It is the personal duty of every Bounce Fitness employee to uphold their own professional
competence, and they should all make an effort to keep their knowledge and abilities
current. As members of Bounce Fitness, employees are expected to expand this body of
knowledge as needed and to maintain and advance practices based on the most recent
research and information.
Each employee at Bounce Fitness has an obligation to support the ongoing advancement of
the field by critically analysing professional practice, research, apprenticeships, continuing
education, and association membership.
Research
Staff members who are doing research for Bounce Fitness will first obtain ethical clearance
from the appropriate authorities. Every study project includes ethical guidelines that the
exercise professional needs to follow.
Professional Standards
Competence
The fitness specialist needs to be aware of their limitations. They will employ interventions
and offer services for which they are trained and experienced.
Client referrals
According to the organization's policy, staff at Bounce Fitness are obligated to reply to all
referrals promptly.
Maintaining Client Records

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Employees of Bounce Fitness are required to maintain accurate and succinct records and
reports for the benefit of clients, other professionals, the law, and to document fitness
services.
Confidential and Proprietary Information

Workers are responsible for protecting the privacy of the information by sharing it only with
authorized, dependable, and recognized members of the organization.
Workers at Bounce Fitness are required to refrain from sharing any proprietary or sensitive
information obtained from the company at any point while they are employed there, either
before or after.
Legal documentation and personal information are examples of confidential information.
Trade secrets, testing results, and financial data are examples of proprietary information.
The Fitness Australia Code of Ethics is the source of all codes included in this article, and
they all comply with it.
PART 2: Manage Effective Workplace Relationships
Part 2 requires the you to manage task issues and review how you manage workplace
relationships.
Instructions for Student:
For Part 2, you must read the simulated Scenario for Task 2.1 and 2.5 to complete the
tasks in the order given. Each task comes with a set of instructions to guide you to

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complete the following:
● Task 2.1 Delegate responsibilities for work task.
● Task 2.2 Perform the work task
● Task 2.3 Identify Task Issues
● Task 2.4 Address Task Issues
● Task 2.5 Identify Conflicts
● Task 2.6 Meet with Employees involved in conflict
● Task 2.7 Resolve workplace conflicts
● Task 2.8 Provide feedback to team members
For Task 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 2.7 your assessor will observe you while you
perform the role play activity. You will need two (2) other students chosen by the
assessor at Bounce Fitness as a simulated workplace to play the role of team
members/Fitness Instructor/Stakeholder.
The two (2) team members/Fitness Instructor you communicate with for each of the
role-play activity must be the same people you communicate with for all tasks.
For Task 2.8, you will read the instructions carefully and complete the task.
STAFF MEMBERS TO WHOM TASKS STAFF MEMBERS ADDITIONAL

WERE DELEGATED. INFORMATION
JAYNNE LYNN LEARNING AND DEVELOPMENT CO-ORDINATOR
JOHN KENNY HUMAN RESOURCES SUPPORT OFFICER
There was a
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conflict
between John
and Jayne
because
she has the
custom to
wear burkas
as her
country’s
tradition and
is not fully
totally fluent
in English, for
this
reason, John
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was
dissatisfied
with the co-
worker's
learning phase
and caused a
conflict due to
difficulties in
living with the
diversity
There was a
conflict
between John
and Jayne
because
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she has the

custom to
wear burkas
as her
country’s
tradition and
is not fully
totally fluent
in English, for
this
reason, John
was
dissatisfied
with the co-
worker's
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learning phase
and caused a
conflict due to
difficulties in
living with the
diversity
There was a
conflict
between John
and Jayne
because
she has the
custom to
wear burkas
as her
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country’s
tradition and
is not fully
totally fluent
in English, for
this
reason, John
was
dissatisfied
with the co-
worker's
learning phase
and caused a
conflict due to
difficulties in
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living with the

diversity
There was a
conflict
between John
and Jayne
because
she has the
custom to
wear burkas
as her
country’s
tradition and
is not fully
totally fluent
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in English, for
this
reason, John
was
dissatisfied
with the co-
worker's
learning phase
and caused a
conflict due to
difficulties in
living with the
diversity
THERE WAS A CONFLICT BETWEEN JOHN AND JAYNNE
BECAUSE SHE HAS A CUSTOM TO WEAR BURKAS AS HER
COUNTRY’S TRADITION AND IS NOT VERY FLUENT IN
ENGLISH, FOR THIS REASON, JOHN WAS DISSATISFIED
WITH THE CO-WORKER’S LEARNING PHASE AND CAUSED
A CONFLICT DUE TO DIFFICULTY WITH LIVING

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STAFF MEMBERS WHO PARTICIPATED IN

CONSULTATIONS REGARDING WORKPLACE RELATIONSHIP
ISSUES
TAYLOR COLE THE PROBLEM DEMONSTRATES THE LACK OF ETHICAL

AWARENESS AND RESPECT FOR DIVERSITIES IN THE
PETER BROWN
EMPLOYEE OF HER ORIGIN WHO IS STILL ADAPTING TO A
LANGUAGE OTHER THAN HER NATIVE LANGUAGE. THE
COMPANY AND ITS EMPLOYEES MUST RESPECT
DIVERSITIES AND AVOID IN ANY WAY ACTIONS THAT
DEMONSTRATES ACTS OF XENOPHOBIA.
STAFF MEMBERS WHO PARTICIPATED IN CONFLICT

MANAGEMENT RELATING TO WORKPLACE RELATIONSHIP
DENNY MENFRED OFFICE MANAGER
QUINNE ROSE OPERATIONS MANAGER
Task 2.1: Delegate responsibilities for work task
This task requires you to delegate and confirm the responsibilities of two (2) team
members and yourself for fulfilling work tasks.

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● Locate and read the scenario provided for Task 2.1 Scenario KPI and roles and
responsibilities that includes roles and responsibilities for themselves and two (2)
other team members. You are required to come up with at least (2) tasks to be
undertaken by yourself and two (2) other team members.
● Using Bounce Fitness as a simulated workplace, you are required to seek an

opportunity within the organisation for two (2) team members to undertake a
task for this assessment. You must ensure that the task your team members will
undertake can be completed within the period of their assessment.
● You are required to:
- Review the completed Task 1.5 Diversity and

Ethical Policies template before you conduct
the role-play activity.
- Locate and access the Task 2.1 Action Plan

template to record the discussion you have
with two (2) team members.
- Leave the following sections blank in the Task

2.1 Action Plan template which will be
implemented in Task 2.2.
o Date Implemented
o Actual Result
o Assessor’s Signature
o Assessor Declaration Form
ROLE-PLAY SCRIPT/GENERAL GUIDELINES

Before commencing the You must ensure that you have read the Task 2.1 Scenario, KPI
task: and roles and responsibilities.
During the task: You must:

● Ensure that you communicate and meet with two (2) team
members.
● Come up with at least two (2) tasks to be undertaken by

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yourself and two (2) team members.
The role played by you: Centre Manager
The role played by other Two (2) individuals playing the role of team members
students:
Role-play activity duration: It Will last for approximately 15 mins
Things to keep in mind whilst

● Know your role and what is expected of you.
playing the role of a Centre
Manager: ● Know the company's background (Bounce Fitness) and
ensure that you have the necessary documentation ready.
Role-play script for Centre During the meeting, you must:

Manager:
● Discuss the task that your team will undertake
● Partially complete the Action Plan by establishing the

following with your team members:
- At least one (1)
action item for
each team
member. Ensuring
to include one
action item for
yourself.
- At least one (1)

team member is
assigned to each
action item
- Planned
implementation
dates for each
action item
- Expected results
for each action
item
- Ensure that all

team members
understand their
responsibilities
● Implement the policies identified in the Diversity and

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Ethical Policies template
- Ensure to fill up
the Action Plan
using the
appropriate:
o Vocabulary
o Grammar
o Writing conventions
Role-play script for Team
● Students playing the role of team members are:
members
- Required to ensure
that they
understand the
roles and
responsibilities
allocated to them.
- They will ask

questions to clarify
the delegated
responsibility.
OCCASION 1 OCCASION 2
WORK DELEGATED TO HR OFFICER LEARNING AND DEVELOPMENT
OFFICER
WORK/RESPONSIBILITIES ADVERTISE POSITION INDUCT APPLICANTS

DELEGATED AND
RECRUITMENT PROCESS DEVELOP AND APPROVE PROGRAM
CONFIRMED FOR EACH
IDENTIFIED STAFF RESEARCH BEST PRACTICE SURVEY STAFF ON THEIR LEARNING
MEMBER PROCESS
DEVELOP AND APPROVE PROGRAM
HOW WORK TASK IS THROUGH THE WORK PROGRAM SENT BY THE E- THROUGH THE WORK PLAN SENT BY
DELEGATED AND MAIL THE E-MAIL
RESPONSIBILITIES ARE
CONFIRMED
ADAPTATION IN I WILL USE A LESS FORMAL LANGUAGE THAT I WILL USE A LESS FORMAL
COMMUNICATION TO DEMONSTRATES GREATER PROXIMITY TO THE LANGUAGE THAT DEMONSTRATES
BUILD A TRUST AND EMPLOYEE SO THAT HE HAS MORE CONFIDENCE. GREATER PROXIMITY TO THE
ENSURE POSITIVE EMPLOYEE SO THAT HE HAS MORE
WORKING RELATIONSHIP CONFIDENCE.

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PROOF OF WORK DELEGATION AND RESPONSIBILITY
WORK PLAN: HR OFFICE
START END ACTION DONE?

REQUIRED(WORK/RESPONSIBILITIES)
1/02/2022 14/02/2022 ADVERTISE POSITION YES
15/02/2022 15/05/2022 RECRUITMENT PROCESS YES
01/02/2022 21/02/2022 RESEARCH BEST PRACTICE YES
22/02/2022 29/03/2022 DEVELOP AND APPROVE PROGRAM YES
EMAIL
TO: hrofficer@gmail.com
FROM: felipehr@gmail.com
SUBJECT: confirmation of responsibilities
Hi HR officer,
I am writing this e-mail along with the wok plan assigning the tasks delegated to you. I know that he
was always a very competent employee with good results and he will be able to execute them with
perfection again. I ask that you confirm the receipt and understanding of the tasks described.
Greetings
HR Manager
Felipe

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WORK PLAN: LEARNING AND DEVELOPMENT OFFICER
START END ACTION DONE?

REQUIRED(WORK/RESPONSIBILITIES)
12/04/2022 12/07/2022 INDUCT APPLICANTS YES
22/02/2022 29/03/2022 DEVELOP AND APPROVE PROGRAM YES
01/02/2022 01/03/2022 SURVEY STAFF ON THEIR LEARNING PREFERENCES YES
E-MAIL
To: developmentofficer@gmail.com
From: felipehr@gmail.com
Subject: Confirmation of responsibilities

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Hi Development Officer,
I am writing this e-mail along with the wok plan assigning the tasks delegated to you. I know that he
was always a very competent employee with good results and he will be able to execute them with
perfection again. I ask that you confirm the receipt and understanding of the tasks described.
Greetings
HR Manager
Felipe
E mail screenshot

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OBSERVATION CHECKLIST
Observation Checklist Part 2 Task 2.1
To be completed by the assessor
During the project, did you observe the student Was the student's
demonstrate the task deliverables as follows: performance
satisfactory?
Team Team
Member 1 Member 2
1. Delegated responsibilities to each team member. • Yes • Yes
• No • No
First additional attempt (Tick this option, if required) • Yes • Yes
• No • No
Second additional attempt (Tick this option, if required) • Yes • Yes
• No • No
2. Ensured that each team member understands their • Yes • Yes

responsibilities. This is evidence by:
• No • No
● Asking each team member to repeat their
responsibility to ensure they remember.
● Allowing team members to ask questions or

clarifications regarding the delegated responsibility

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• No • No
• No • No
3. Engaged team members to participate. This is • Yes • Yes

evidenced by:
• No • No
● Asked each participant for their opinion on the topic
being discussed.
● Asked each participant to share their views and

opinions.
• No • No
• No • No
4. Motivated team members to participate. This is • Yes • Yes

evidenced by:
• No • No
● Explaining what the team can learn from the task.
● Explaining how they can help the organisation by

completing the task.

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• No • No
• No • No
5. Adapt personal communication style to build trust and • Yes • Yes

positive working relationship. This is evidenced by:
● Reassured team members that they will answer all • No • No
questions or clarifications the team can think of to the

best of their abilities.
● Maintained a cheerful tone while conversing with team

members
● Greeted the participants (e.g., ‘Good morning’ or ‘how

are you?’)
● Provided words of encouragement (e.g., ’I know it

might be a bit difficult, but I know you can do it!’)
• No • No
• No • No
6. Encouraged the team to collaborate. This is evidenced • Yes • Yes

by:
• No • No
● Had the team discuss with their peers.
● Supported the team members to answer their team

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member’s questions if they would like to.
• No • No
• No • No
7. Implemented the requirements identified in the Task • Yes • Yes

1.5 Diversity and Ethical Policies template. This is
evidenced by:
• No • No
● Implemented the Policy on Diversity.
● Implemented the Policy on Ethical Conduct.
• No • No
• No • No
Assessor comments (Please provide detailed comments on the student's

performance)
Assessment Outcome Satisfactory

•

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appropriate outcome) Not Satisfactory
•
Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
Task 2.2: Perform the work task
This task will require you to perform the work tasks as identified in Task 2.1 along
with the team members.
● Research, access and review the following documents that are relevant to
workplace relationships:
- Legislation
1. Equal Employment Opportunity (Commonwealth Authorities) Act 1987
2. Racial Discrimination Act 1975
- Regulations
1. Fair Work Regulations 2009
2. Work Health and Safety Regulations 2011
- Standards

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1. National Employment Standards
2. Industry-based standards
- Codes
1. Code of Conduct (Refer the Task 2.2 Code of Conduct
2. Code of Ethics (Refer the Task 1.5 Code of Ethics
● Arrange a time to meet with your team members (Same members as in Task 2.1)
to implement the action items identified in Task 2.1.
● Complete the following columns in the Task 2.1 Action Plan template after
implementing all action items:
- Date Implemented
Record the actual date each action item was implemented.
- Actual Result
Describe if the team members were able to achieve each anticipated result for
each action item implemented.

Before commencing the You must ensure that you have researched, accessed and
task: reviewed the legislation, codes, regulations and standards
relevant to Bounce Fitness as a simulated workplace.
members.
● Implement the work tasks by communicating the same to
two (2) team members.
The role played by other Two (2) individuals playing the role of team members.
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students:

playing the role of a
Centre Manager: ● Know the company's background (Bounce Fitness) and

Manager:
● Implement each action item as identified in Task 2.1 Action
Plan template where you are required to:
- Meet with two (2)
team members
and implement the
process for
collaboration you
have developed in
Task 1.1
Organisational
Collaboration
Processes
template.
- Ensure that your

team members
work together as a
result of your
encouragement.
- Clarify any
questions that
your team
members ask.
- Support team
members by
providing advice to
them to perform
better or point out
any specific areas
of improvement.

Members:
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that they
implement the
tasks/action item
as communicated
to them.
- Identify any issues

they are facing and
communicate the
same to the Centre
Manager.
People are shielded from discrimination and violations of their human rights by federal laws.
Under these regulations, we are required to look into and mediate complaints of discrimination
and violations of human rights.
The rules that shield persons from discrimination in the workplace, in the classroom, in the
supply of goods, services, and facilities, in housing, in sports, and in the administration of
Commonwealth laws and services.
The Age Discrimination Act of 2004
People are protected against age discrimination in employment, the supply of goods and
services, education, and the management of Commonwealth legislation and programs by the
Age Discrimination Act of 2004.
The Act's goals are as follows:
o to do away with discrimination against individuals based on their age as much as

possible in the following areas: employment, education, access to properties,
provision of goods, services, and facilities, housing, land disposal, management
of Commonwealth laws and programs, and information requests; and
o to make sure that everyone has the same rights to equality before the law as the
rest of the community, regardless of age, as much as is practically possible; and

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o to permit the provision of suitable benefits and other aid to individuals within a
specific age range, notably younger and older individuals, in consideration of
their unique circumstances; and
o to encourage acceptance and acknowledgment within the community of the idea
that people of all ages have the same fundamental rights; and
o to respond to demographic change by:
o removing barriers to older people participating in society, particularly in the
workforce; and
o changing negative stereotypes about older people;
o bearing in mind the international commitment to eliminate age discrimination reflected
in the Political Declaration adopted in Madrid, Spain on 12 April 2002 by the Second
World Assembly on Ageing.
The 1992 Disability Discrimination Act
The goal of the Disability Discrimination Act of 1992 is to end prejudice towards individuals with
impairments.
o to do away with prejudice against people based on disability as much as feasible in the
following areas:
 employment, housing, schooling, facility access, clubs, and sports; and
 the supply of products, infrastructure, services, and land; and
 current legislation; and
o the management of policies and initiatives under the Commonwealth; and
o to make sure that people with disabilities enjoy the same rights to equality before the law as
the general public, as far as is practically possible; and
o to encourage the notion that people with disabilities have the same fundamental rights as
the general public and to foster acceptance of this idea within the community.
The 1975 Racial Discrimination Act
All persons, regardless of race, colour, or national or ethnic origin, are encouraged to be treated
equally before the law by the Racial Discrimination Act of 1975. Discrimination against
individuals based on their race, colour, national or ethnic origin, or descent is illegal.
1984's Sex Discrimination Act

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People are shielded against unjust treatment based on their sex, gender identity, sexual
orientation, marital status, position in a relationship, pregnancy, and nursing status under the
Sex Discrimination Act of 1984. It also forbids sexual harassment and safeguards employees who
have family responsibilities.
(a) to put into effect the Convention on the Elimination of All Forms of Discrimination
Against Women's and other pertinent international instruments' provisions; and
(b) to do away with discrimination against individuals based on their sex, sexual
orientation, gender identity, intersex status, marital or relationship status, pregnancy or
potential pregnancy, or breastfeeding in the areas of employment, housing, education, the
provision of goods, facilities, and services, the sale of land, club activities, and the administration
of Commonwealth laws and programs, to the greatest extent feasible; and
(c) to do all within their power to end discrimination in the workplace based on a
worker's family responsibilities; and
(d) to get rid of as much as possible, discrimination involving sexual harassment in

the workplace, in educational institutions and in other areas of public activity; and
(e) to promote recognition and acceptance within the community of the principle of
the equality of men and women.
REGULATIONS
Fair Work Act 2009 One of the main Commonwealth laws controlling the hiring of workers who
are of working age is the Fair Work Act. It lays out the terms and circumstances of employment
as well as the rights and obligations that apply to employers, employees, and employee
organization
Employers and workers under "national systems" are subject to Fair Work Act regulations.[51]
The applicable state industrial relations systems continue to regulate employment that is not
covered by the national industrial relations system. However, non-national system employees
are also entitled to some benefits under the Fair Work Act.[52] Along with establishing several
organizations to oversee its administration, such as Fair Work Australia (FWA) and the FWO, the
Act also establishes a framework for compliance and enforcement.
The Fair Work Act has several components that offer potential avenues for addressing legal
hurdles that mature-age workers have when participating in the workforce, and the ALRC has
proposed changes to these laws. Among them are:

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 The freedom to seek flexible work schedules;
 contemporary awards;
 guidelines for giving notice of termination of employment;
 and the general protections clauses.
Work Health and Safety Regulations 2011
The Rules:
Explain in detail what is needed to support the Act's tasks; outline how certain duties must be
fulfilled; and establish the Act's procedural and administrative requirements, such as the need
for licenses for particular activities and the keeping of records.
We can also exempt an organization from complying with a regulation under the Work Health
and Safety Regulations of 2011. Usually, we only take this action when it won't jeopardize the
requirements of health and safety.
The Fair Work Commission (Commission) is authorized to create rules by Section 609 of the
Fair Work Act 2009 (the Act). Under Section 609 of the Act, the Commission President may, by
legislative instrument, make procedural rules pertaining to:
(a) the practice and procedure that the Commission will follow; or
(b) the conduct of business in relation to matters allowed or required to be dealt with by the
Commission, including in relation to any functions conferred on the Commission by any other
law of the Commonwealth. The Commission President may make these rules after consulting
with the other Commission Members.
The following may be covered by the procedural norms, without restricting (a) and (b) above: The
requirements for submitting an application to the Commission are as follows:
(a) what is required to be submitted;
(b) when a lawyer or paid agent may submit an application or a submission on behalf of an
individual who is entitled to do so;
(c) how and when submissions may or must be made to the Commission; (d) the procedures for
the Commission's decision-making process;
(e) how the Commission issues directives and notifies parties of events;
(f) who is notified by the Commission of things; and
(g) how conferences are to be held in relation to applications filed under Part3-1, 3-2, or Part6-4
(which deal with general protections, unfair dismissal, and unlawful termination).
A draft of the Rules was made available for public comment on the Commission's website on
January 10, 2013. By January 25, 2013, interested parties were asked to provide their thoughts
and recommendations. The Australian Chamber of Commerce and Industry, the Law Society of
New South Wales, the Master Builders Association of Australia, Lander & Rogers Lawyers,

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Clayton Utz Lawyers, Holding Redlich Lawyers, TressCox Lawyers, Guild Financial Services, and
WorkSafe Victoria all provided feedback. After consulting the public and Commission Members,
the President is confident that the feedback has been taken into account and, where necessary,
included into the Rules. The President does not think that the Rules will limit competition or
have a significant direct or indirect impact on business.
STANDARDS
Australia's minimum entitlements for employees are outlined in the National Employment
Standards.
No condition can be provided by other workplace instruments that fall short of the National
Employment Standards. Among them are an:
 grant a business agreement,

 employment contract,
 or other type of registered agreement.
They are also unable to rule out the NES.
Upon hiring a new employee, employers are required to provide them with a copy of the Fair
Work Information Statement (FWIS).
At the same time, employers are required to provide a copy of the Casual Employment
Information Statement (CEIS) to each new temporary employee.
The minimum entitlements of the NES are:
 Maximum weekly hours

 Requests for flexible working arrangements
 Offers and requests to convert from casual to permanent employment
 Parental leave and related entitlements
 Annual leave
 Personal/carer's leave, compassionate leave and family and domestic violence leave
 Community service leave
 Long service leave
 Public holidays
 Notice of termination and redundancy pay
 Fair Work Information Statement (the FWIS) and Casual Employment Information
Statement (the CEIS).

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Industry Based standards- Depending on the kind of activity, industry standards and class
rules offer requirements on the mooring monitoring systems (i.e., production or drilling).
For instance, API RP 2SK suggests that, in the event that mooring line adjustment is
necessary for the operation, moored floating units be outfitted with a calibrated system for
measuring mooring line tensions and that line tensions be continually displayed at each
winch. An instrument for mooring failure detection should be taken into consideration for
units that do not need a tension measurement device.
In order to meet the stringing requirements for the drilling operation, MODUs are typically
always outfitted with line tension and vessel offset monitoring devices. Vessel position
monitoring systems are commonly installed on floating production vessels, and tension
monitoring systems are occasionally added if the mooring lines are connected with a
winching/tensioning device. For those not equipped with line tension monitoring systems, a
device for detecting line failure is normally in place.
Industry standards are documents with requirements that have been decided upon by
associations of businesses and individuals engaged in particular fields or with particular
kinds of goods. The product performance, safety, and dependability as well as the
procedures for assessing these aspects of the product are covered by the standards.
Organizations from both inside and between industries are in charge of developing and
updating standards.
CODES
One of the most crucial sections of your employee handbook is your code of conduct. To assist
you in politely and clearly conveying your expectations to your staff, we have developed a code
of conduct template.
Included in this employee code of conduct policy ought to be:
 Clearly defined rules about appropriate attire that guarantee workers show themselves
professionally and in accordance with corporate culture
 guidelines for utilizing social media, the internet, and digital gadgets that place a focus on
security, proper use, and the line between personal and professional representation.
 protocols for handling conflicts of interest, guaranteeing openness, and upholding the
interests of the business

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Code of Ethics
Core Principle
As human resources experts, it is our duty to improve the organizations we work with and
support their moral success. We take professional accountability for the choices and deeds we
make on an individual basis. By taking part in initiatives that raise the profession's stature and
worth, we also act as advocates for it.
Intent
To increase the HR profession's visibility, legitimacy, and strategic value inside our companies,
the business community, and the communities where we operate to help the organizations we
work with accomplish their aims and ambitions.
To disseminate information about values and practices that support the profession to the
general public, organizations we support, and practicing and aspiring practitioners.
 to favourably impact hiring and working conditions.

 to promote professional accountability and decision-making.
 to promote social accountability.
Guidelines
 Follow the strictest guidelines for morality and professionalism.

 Analyse how well HR contributes to and achieves organizational objectives.
 Observe the law.
 Work that upholds the profession's ideals.
 Aim for the greatest possible standards of performance, social responsibility, and
service.
 Promote the respect for the responsible use of human beings in the workforce.
 To have an impact on outcomes and decision-making, engage in open advocacy
inside the recognized discussion venues.
Code of Practice on Access to Part-Time Work
Section 42 of the Industrial Relations Act 1990 stipulates that the Labour Relations Commission
is to prepare draft codes of practice and submit them to the Minister. The Minister is then
authorized to issue an order stating that a draft code of practice received under Section 42 and
scheduled to the order will be a code of practice for the purposes of the aforementioned Act.

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The Protection of Employees (Part-Time Work) Act of 2001, Section 13(5), states that the Labour
Relations Commission may create a Code of Practice controlling access to part-time work after
consulting with the social partners.
The Code aims to:
 Promote best practices and adherence to the Protection of Employees (Part-Time Work)
Act of 2001 and the Employment Equality Acts of 1998–2004;
 Encourage the creation of guidelines and protocols to help businesses, workers, and
their representatives, where necessary, enhance the availability of part-time employment
for those who desire it;
 Encourage conversation and, when appropriate, urge employers, workers, and their
representatives to take into account part-time employment and remove any obstacles
that might be in the way;
 Encourage firms to offer more opportunities for part-time work, when it is in line with
company needs;
 Provide a structure and useful instructions on how to apply for part-time jobs;
 Notify those who might be interested in working part-time.
Code of Practice on Compensatory Rest Periods
Periods of Compensatory Rest
The following situations allow for variations in the weekly working hours' rest and average
periods:
I) THE ACT'S SECTION 6(1) DEFINES THE FOLLOWING CIRCUMSTANCES:
 The 1997 Act's sections 11, 12, and 13 provide the daily and weekly rest periods, unless
Regulations* exempt specific activities from them.
 Whenever parties have reached collective agreements that have been authorized by the
Labour Court and provide for a comparable exemption. Variations in rest periods are
permissible under Registered Employment Agreements and Employment Regulation
Orders, but not in working time regulations.
II) THE ACT'S SECTION 6(2) DETAILS THE FOLLOWING CIRCUMSTANCES:
 When shift workers switch shifts and are not able to use the rest period, they are not
eligible for the daily and weekly rest periods.
 When people working in jobs that require them to work in short bursts throughout the
day are excused from the daily and weekly rest intervals.

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 When extraordinary events or emergencies—such as accidents or the imminent threat of
accidents—occur, or when unexpected and unforeseeable circumstances beyond the
employer's control result in an exemption from the duty to provide daily and weekly rest
periods and rest breaks as specified in sections 11, 12, and 13 of the Act.
satisfactory?
Meeting 1 Meeting 2
1. Supported their team members to complete the team • Yes • Yes

task. This is evidenced by:
• No • No
● Assisted when a team member showed signs of
difficulty in completing their task.
● Answered all questions or clarifications directed to

them without being irritated.
• No • No
• No • No

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2. Played a lead role during the team task. This is • Yes • Yes
evidenced by:
• No • No
● Instructing team members on how to do the task well.
● Received reports from team members and then makes

a decision based on the information received.
• No • No
• No • No
3. Adapted personal communication style to model • Yes • Yes

behaviours and support others. This is evidenced by:
• No • No
● Refrained from complaining or saying negative things
about the task to avoid team members doing the
same.
● Provided positive feedback to team members doing

well to encourage others to follow their lead.
● Reassured the team members that they are doing well.
● Gave suggestions on how a team member can better

perform a task or action (e.g., ‘I think it would be easier
if you did it like this’
• No • No

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• No • No
4. Demonstrate facilitation skills. This is evidenced by: • Yes • Yes
● Instructed the team members to begin their tasks.

• No • No
● Presented any additional information needed for team

members to complete their tasks.
• No • No
• No • No
5. Implemented the processes identified in Task 1.1 • Yes • Yes

Organisational Collaboration Processes template.
• No • No
• No • No
• No • No

performance)

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•
•
Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
Task 2.3: Identify task issues
This task will require you to meet with the team members and identify and discuss
the task issues based on their performance in Task 2.2.
● Meet with each team member individually to discuss their task issues based on
their performance in Task 2.2.
● Review and implement the process for identifying task issues developed in the
Task 1.4 Issues Management Processes Template.
● Identify at least one (1) task issue for each team member based on the team’s task
in Task 2.2. In order to do this:
- Access the Task 2.3 Meeting Minutes template

and secure one (1) copy of the Meeting
Minutes for each meeting you intend to
conduct with each team member.
- Access the Task 2.3 Task Issues Action Plan

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template provided and complete the following
sections of the Task 2.3 Task Issues Action Plan
template based on your meeting with each
team member.
o Action Item
Identify the support or relevant personnel identified based on your discussion

in the Task 2.3 Meeting Minutes template.
o Planned Implementation Date
Record the date you intend to implement each action item. You must follow the
identified time frame in the Task 1.4 Issue Management Process template from
Task 1.4 since the date recorded in the Meeting Minutes from this task
o Anticipated Result
Identify what you intend to achieve after implementing each action item.
- Leave the following sections blank in the Task

2.3 Task Issues Action Plan template. These will
be completed in the later tasks after each
action item has been implemented:
o Date Implemented
o Actual Result
o Assessor’s Signature
o Assessor Declaration Form
o Date Implemented
You will not submit the Task 2.3 Task Issues Action Plan template yet. You will submit
the completed Task Issues Action Plan after implementing all action items by Task 2.4.

Before commencing the You must ensure that you have Task 1.4 Issues Management
task: Processes template ready for reference for this activity.

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members.
● Discuss the task issues faced by two (2) team members.
students:


Manager for Meeting 1 and
Meeting 2: ● Record at least one (1) issue identified for each team
member
Discussion points can include, but are not limited to, the
following:
1. The area/s that the team member had difficulty
performing
2. The area/s that the team member feels they need
more training on
● Implement the procedure developed for guiding team
members from Task 1.4. Provide at least one (1) guidance
for each task issue identified.
following:
1. Advise each team member on practices they can
implement to address issues
2. Inform team members about minor changes they can
implement to their work to improve their
performance
3. Discuss how each task issue identified will be
addressed.
● Implement the process you developed for resolving task
issues from Task 1.4.
If you have developed a process for resolving escalated
issues, they must:

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1. Identify if the issue is within the scope of your role
2. If it is, implement the procedure for identifying
support to be provided
If you have developed a process for referring the issue to
relevant personnel, they must:
1. Identify the personnel relevant to the issue
Members for Meeting 1 and
Meeting 2:
that they discuss
the issues they
face during the
completion of your
work tasks.
ANSWER: An issues management process gives you a robust way of identifying and
documenting issues and problems that occur during a project. The process also makes it easier
to evaluate these issues, assess their impact, and decide on a plan for resolution.
OCCASION1 OCCASION2
Facilitation of Meet the individual staff Meet the individual staff

consultation and member for coffee and member for coffee and
collaboration on two chat since it’s a good chat since it’s a good
different occasions opportunity to get closer opportunity to get closer
to the employees and to the employees and
stimulate good results stimulate good results
Facilitation follow the It follows because It follows because

consultation and training and coaching training and coaching
collaboration sessions were previously sessions were previously
established already held to develop the held to develop the
professional and professional and
personal sides of the personal sides of the
team members, now we team members, now we
seek to improve the seek to improve the
relationships of the relationships of the
team members to team members to
strengthen the team and strengthen the team and
avoid the conflicts. avoid the conflicts.

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PROOF OF CONSULTATION AND COLLABORATIONS
OUTCOMES OF CONSULTATIONS
OCCASION1(survey) OCCASION2(informal
discussion with HR
officer)
Workplace issues Difficulty in Difficulty in accepting

identified were understanding her talks the way she addresses
because of her accent
How does the issue Because it is related to Because it is related to

involve ethical conduct? the way she is used to the way she is used to
speaking. dress.
Feedback provided to Via email Via email

the relevant staff
member regarding
outcomes of
consultations

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PROOF OF FEEDBACK REGARDING CONSULTATION OUTCOMES
Occasion 1- The comment was about the speed she talks and her accent that
was considered hard to understand.
Occasion-2 the comment was about the way she dresses according to her
customs.
satisfactory?
Meeting 1 Meeting 2
with team with team
member 1 member 2
1. Engaged team members to participate. This is • Yes • Yes

evidenced by:
• No • No
● Began the meeting by first asking team members how
they are to help them get comfortable.
● Asked each participant for their opinion on the topic

being discussed
• No • No

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• No • No
2. Adapted personal communication style to build trust • Yes • Yes

and positive working relationships. This is evidenced by
• No • No
● Reassured the team members that they will answer all

members

are you?’)

might be a bit difficult, you can take your time)
• No • No
• No • No
3. Implemented the Process for Identifying Task Issues • Yes • Yes
• No • No

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• No • No
• No • No
4. Implemented the Process for Providing Guidance • Yes • Yes
• No • No
• No • No
• No • No
5. Implemented the Process for Resolving Issues • Yes • Yes
• No • No
• No • No
• No • No

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performance)

•
•
Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
Task 2.4: Address task issues
This task will require you to implement each action item as identified in Task 2.3 Task
Issues Action Plan template and refer to the Task Issues Section.
● Implement each action item identified in Task 2.3 Task Issues Action Plan template
by meeting two (2) team members individually.
● Complete the Task 2.3 Task Issues Action Plan template after implementing all the
action items:
- Date Implemented
- Actual Result
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Before commencing the You must ensure that you have Task 2.3 Task Issues Action plan
task: template ready for this activity.

members.
● Implement each action item as identified in Task 2.3 Task
Issues Action Plan template.
students:


Meeting 2: ● Explain and discuss with the team members how each issue
will be resolved.
● Provide detailed instructions to each team member and
what they must and must not do to resolve their issues
while reassuring them that they have performed well.
Meeting 2:
that they discuss
the issues they
face during the
completion of their
work tasks and
identify the
solution specified
to complete the
tasks and resolve

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the issues.
ANSWER: To "address an issue" means to acknowledge, deal with, or confront a problem

or concern. When someone or an organization addresses an issue, they take actions or
steps to resolve, discuss, or handle the issue in a constructive or appropriate manner.
OCASSION 1 OCASSSION 2
ADDRESSING THE ISSUE I WILL book a coaching session I WILL book a coaching session
to speak about the importance to speak about the importance
of diversity in the workplace. of diversity in the workplace.
DEVELOP YOUR MANAGEMENT SKILLS

THE FOLLOWING ARE SOME ABILITIES YOU CAN HONE TO BETTER HANDLE MANAGEMENT SITUATIONS AT WORK:
Communication: By using team meetings and other lines of communication, including email, to
regularly inform team members on team objectives and modifications to company procedures, you
can enhance your communication abilities.
Creativity: You may foster teamwork and draw inspiration from management resources like books
and webinars to hone your creative management abilities.
Active listening: You can work on focusing on what people are saying to you and utilizing nonverbal
clues, such nodding when appropriate, to indicate that you are paying attention.
Leadership: Improving your leadership abilities will help you establish your management style and
handle obstacles at work more easily. You can attend seminars, assign work, exercise initiative when
doing management activities, and routinely inspire staff members to enhance your leadership
abilities.
Meet frequently with team members

Here are some ways that managers might avoid problems at work by holding regular team meetings:
Openness regarding expectations: One of the most common problems that managers face is when
staff members don't know what their boss expects of them. Regular team meetings can assist
managers in highlighting their expectations for staff members and avert this problem.

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Establish and discuss team goals: Managers can avoid underperformance by holding regular team
meetings to discuss progress toward current goals and set new ones.
Encourage employee motivation: A deficiency in staff motivation is another common problem

managers face. Managers can encourage staff members to accomplish both individual and team
goals by scheduling frequent team meetings.
Offer opportunities for staff development

The following are a few advantages of staff development for managers:
Decreased turnover: High staff turnover is a common problem for managers. Providing employees
with growth opportunities can assist managers in preventing or minimizing employee turnover
among their team's talented members.
Enhanced morale: Managers may find it difficult to deal with low morale. Offering staff members the
opportunity to advance their present competencies and acquire new ones that they may use in their
jobs is one method to deal with this.
Improved performance: Underperformance on the part of employees is a problem that managers

may encounter at work. Opportunities for employee training and development can aid in the
acquisition of skills that will improve an employee's performance at work.
Possibility of promotions: Investing in current staff members might help them acquire the skills they
need to apply for promotions, which is one strategy to avoid hiring problems.
Collect and utilize employee input

Managers can do the following in order to get employee feedback:
Surveys: To find out what your staff members think about your management style and the
workplace in general, you can design anonymous surveys for them to answer.
Team meetings: Inquiring about potential methods to enhance the workplace in team meetings is
another technique to get feedback from staff members and discover possible obstacles they may be
facing.
Performance reviews: These provide another avenue for getting input from staff members. You and
your staff can both learn about areas for growth by conducting performance reviews as a two-way
process.
Assess and enhance the culture of the workplace

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An issue that managers frequently encounter in the workplace is an environment that may need
some modification. Managers can assess the advantages and disadvantages of the current culture
before taking action to resolve this problem.
Managers can then create and put into practice plans for strengthening the culture's favourable
features and addressing its unfavourable ones. Enhancing a company's culture can help to prevent
management problems before they arise by encouraging greater staff performance, communication,
and openness.
satisfactory?
Meeting 1 Meeting 2
with team with team
member 1 member 2
1. Demonstrated facilitation skills. This is evidenced by: • Yes • Yes
● Explaining to the team members how each task issue

• No • No
will be resolved.
● Provided instructions on what each team member

must do to resolve their task issues.
• No • No

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• No • No
2. Adapted personal communication style to build trust • Yes • Yes

and positive working relationships. This is evidenced by
• No • No
● Reassured the team members that they will answer all

members

are you?’)

might be a bit difficult, you can take your time)
• No • No
• No • No

performance)

•
•

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Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
Scenario for Task 2.5
You work as a Centre Manager at Bounce Fitness, and you realise that there is an
ongoing tension between two (2) fitness instructors. They have got into mini spats
lately and it is becoming harder and harder for everyone to get along. There is a large
lack of trust among the fitness instructors, and it has been affecting the dynamics of
the Centre. One of the goals of the organisation for the team is to increase the
membership by 10%, however, it is getting increasingly harder for customers to stay
as they feel the tension within the workplace. You have set out for the team to
increase overall productivity for this month, but the state of your team is such that it
is getting more and more difficult and challenging.
Team Member 1:
Hails from China and is working at Bounce Fitness to gain more work experience. You
are in charge of orienting new clients about Bounce Fitness programs they have
availed. Coming from a traditional Chinese background, you are used to keeping
emotions to yourself, trying to show as little as possible to people outside your family
and friends, especially at the workplace.
Concerns: You are frustrated because Fitness Instructor 2 is very demeaning so

working with them is very difficult. You feel frustrated trying to get new members to
join because it’s not something you’re good at. You have noted that Fitness Instructor
2 isn’t doing well on the backend, but you haven’t made them feel bad about it.

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Strengths: You are a diligent worker who knows how to organise and streamline
tasks to get the best results.
Team Member 2:
You came from the United States and opted to work in Bounce Fitness for the
organisation's culture. You are in charge of talking to potential clients about the
different Bounce Fitness programs available to them.
You grew up in an American household most of your life, so you do not hesitate to
speak your mind. You sometimes come across as irritable and sarcastic.
Concerns: You are frustrated because Fitness Instructor 1 isn’t doing his job to the
standards you hold. You just want Instructor 1 to improve, but they do not want to
listen to you, so it makes you frustrated. You don’t like that Instructor 1 did not tell
you about their problems with work. You feel that instead of doing your job properly,
they left you to fail by yourself.
Strengths: You have good people skills, making you perfect for getting more
customers interested in the fitness centre.
Task 2.5: Identify conflicts
This task will require you to identify the conflicts between team members.
● Identify the conflict between the team members within Bounce Fitness by
referring to the Scenario for task 2.5 above.
● Review the process developed for identifying conflicts in Task 1.3 Conflict
Management Processes Template.
● Implement the process for identifying the existence of conflict in Task 1.3 Conflict
Management Processes template.

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You will ensure that during the implementation you:
1. Use the method identified in the process to identify the existence of the
conflict.
2. Gather information about the conflict from the people identified.
Two (2) students chosen by the assessor will play the role of Fitness Instructors (Team
members)
You will meet the two (2) fitness instructors (team members) individually and
implement the processes developed to identify each team member’s conflict. You
will also use the Task 2.5 Meeting Minutes Template for Fitness Instructor conflict.
ANSWER:
Determine the sources.
Examining the fundamental causes of the disagreement in order to determine

the sources of the conflict is the second phase. Project teams frequently
experience conflict due to a
 lack of resources,
 poor communication,
 personality conflicts,
 unclear roles,
 and misaligned goals.
 When there is not
 enough money,
 time, or
 staff to finish the project, resource constraints occur.
When team members fail to communicate in a timely, courteous, or clear

manner, communication breakdown develops.
Differences in the
 ideals,
 styles, or
 preferences of team members can lead to personality clashes.
 Uncertain or overlapping duties or
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 expectations among team members might result in role ambiguity.
 Lastly,
 competing or incompatible priorities or
 objectives among team members or stakeholders result in goal
misalignment.
Conflict can be identified by using following Strategies-
TALK WITH THE OTHER PERSON
 Ask the other person to name a time when it would be convenient to meet.
 Arrange to meet in a place where you won't be interrupted.
FOCUS ON BEHAVIOUR AND EVENTS AND NOT ON PERSONALITIES
 Say “When this happens …” instead of “When you do …”

 Describe a specific instance or event instead of generalizing.
LISTEN CAREFULLY
 Listen to what the other person is saying instead of getting ready to react.
 Avoid interrupting the other person.
 After the other person finishes speaking, rephrase what was said to make sure you
understand it.
 Ask questions to clarify your understanding.
IDENTIFY POINTS OF AGREEMENT AND DISAGREEMENT
 Summarize the areas of agreement and disagreement.

 Ask the other person if he or she agrees with your assessment.
 Modify your assessment until both of you agree on the areas of conflict.
PRIORITIZE THE AREA OF CONFLICT
 Discuss which areas of conflict are most important to each of you to resolve.
DEVELOP A PLAN OF ACTION
 Start with the most important conflict.

 Focus on the future.
 Set up future meeting times to continue your discussions.
FOLLOW THROUGH ON YOUR PLAN
 Stick with the discussions until you’ve worked through each area of conflict.

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 Maintain a collaborative, “let’s-work-out-a-solution” attitude.
BUILD ON YOUR SUCCESS
 Look for opportunities to point out progress.

 Compliment the other person’s insights and achievements.
 Congratulate each other when you make progress, even if it’s just a small step. Your
hard work will pay off when scheduled discussions eventually give way to ongoing,
friendly communication.
OCCASION1 OCCASION2



speaking. dress.

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satisfactory?
Meeting 1 Meeting 2
with team with team
member 1 member 2
1. Implemented the Process for Identifying Conflict using • Yes • Yes

the Task 1.3 Conflict Management Processes template.
• No • No
• No • No
• No • No
2. Used the Task 2.5 Meeting Minutes Template for Fitness • Yes • Yes
Instructor conflict during the implementation of conflict
management processes
• No • No

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• No • No
• No • No

performance)

•
•
Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
Task 2.6: Meet with employees involved in conflicts
This task will require you to meet with Fitness Instructors 1 and 2 involved in each of
the conflicts identified in Task 2.5.
● Arrange a time to meet with the fitness instructors involved in the conflict.

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● Access the Task 2.6 Meeting Minutes template 1 and Task 2.6 Meeting Minutes
template 2 provided. You will record your discussion with each of the two (2) team
members.
● Review the following developed in previous tasks:
- Task 1.2 Consultation processes template
- Task 1.3 Conflict Management processes

template
● Implement the following processes:
- Process for Facilitating Employees’

Contribution from the Task 1.2 Consultation
Processes template.
- Process for Resolving Conflicts from the Task

1.3 Conflict Management Processes template
● Identify one (1) action item to be implemented to resolve the conflict. This must be
based on what each team member and you as a Centre Manager have agreed on.
● Access and complete the Task 2.6 Conflict Management Action Plan template
provided based on the responses recorded in the Task 2.6 Meeting minutes’
template. To complete the Action plan template, you must complete:
- Action Item
Identify the action item recorded in the Meeting Minutes completed for each
meeting.
- Planned Implementation Date
- Anticipated Result
● Leave the following sections blank of the Task 2.6 Conflict Management Action
Plan template:
- Date Implemented

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- Actual Result
- Assessor’s Signature
- Assessor Declaration Form

Before commencing the You must ensure that you have reviewed Task 1.2 Consultation
task: processes template and Task 1.3 Conflict Management
processes template.
members.
● Implement the process for employee contribution
developed in Task 1.2.
students:


Meeting 2: ● Implement the Process for Employee Contribution
developed in Task 1.2 Consultation Processes template by
facilitating the team members' contributions on the
consultation on work issues:
- Discuss the
information
gathered about the
conflict that was
identified in Task
2.5
following:

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1. Summary of each party’s point of view regarding the
conflict
2. Cause of the conflict
- Discuss how your
team member/s
involved would like
to address the
conflict.
following:
1. Compromises.
- Practices each
party can adopt to
avoid conflict in
the future.

- Required to discuss
Meeting 2:
the information
regarding the
conflict in Task 2.5.
- Required to
identify how they
would like to be
involved in
addressing the
conflict issues.
OCCASION1 OCCASION2


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Facilitation follow the It follows because It follows because
consultation and training and coaching training and coaching
collaboration sessions were previously sessions were previously
established already held to develop the held to develop the
professional and professional and
personal sides of the personal sides of the
team members, now we team members, now we
seek to improve the seek to improve the
relationships of the relationships of the
team members to team members to
strengthen the team and strengthen the team and
avoid the conflicts. avoid the conflicts.
PROOF OF CONSULTATION AND COLLABORATIONS
OUTCOMES OF CONSULTATIONS
discussion with HR

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officer)


speaking. dress.
Feedback provided to Via email Via email

the relevant staff
member regarding
outcomes of
consultations
satisfactory?
Meeting 1 Meeting 2
with team with team
member 1 member 2
1. Implemented the Process for Employee Contribution in • Yes • Yes

the Task 1.2 Consultation Processes template.
• No • No

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• No • No
• No • No
2. Implemented the Process for Facilitating Employee • Yes • Yes

Contribution in the Task 1.2 Consultation Processes
document.
• No • No
• No • No
• No • No
3. Implemented the Process for Resolving Conflict in Task • Yes • Yes

1.3 Conflict Management Processes template
• No • No
• No • No
• No • No

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performance)

•
•
Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
Task 2.7: Resolve workplace conflicts
This task will require you to implement each action item identified in the Task 2.6
Conflict Management Action Plan Template.
● Review the Action Items specified in Task 2.6 Conflict Management Action Plan
template and complete the following sections.
- Date Implemented
- Actual Result

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satisfactory?
Meeting 1 Meeting 2
with team with team
member 1 member 2
1. Demonstrated facilitation skills. This is evidenced by: • Yes • Yes
● Explaining to the team members how each conflict will

• No • No
be resolved.
● Provided instructions on what each team member

must do
• No • No
• No • No
2. Provided to support others. This is evidenced by: • Yes • Yes
● Reassured team members they are doing well.

• No • No
● Gave suggestions on how a team member can better

perform a task or action (e.g., ‘I think it would be easier
if you did it like this’)

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• No • No
• No • No

performance)

•
•
Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
ANSWER:
OCASSION 1 OCASSION 2
Provided guidance and I will monitor the results I will monitor the results
counselling and support after the coaching after the coaching
to assist the staff sessions to ensure the sessions to ensure the
members to overcome employees are following employees are following
the conflict in workplace the purposed ideas and the purposed ideas and
relationship. are in a good are in a good

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relationship between relationship between
themselves. themselves.
Followed the conflict It is in compliance with It is in compliance with

management and the organisation’s the organisation’s
escalation processes standards considering it standards considering it
established. uses the same methods uses the same methods
and seeks for escalating and seeks for escalating
the issue to be solved. the issue to be solved.
PROOF OF CONFLICT MANAGEMENT EFFORT
E-MAIL OCCASION 1
To: staff
Subject: Feedback
Dear all Staff,
Hello
Initially I am sending you this email to thank you for giving the feedback earlier. I
hope that the information passed on about the ethics policies has been well
evaluated by you so that there are no more problems among team members
due to lack of respect for diversities.
Regards
Felipe

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EMAIL OCCASION 2
To: HR Support officer
Subject: Feedback
Dear HR support officer
I would like to thank you for the feedback and reaffirm my commitment to the
organisation and ethical conduct and ensure that steps are taken to prevent
ethical misconduct in the future.
I suggest consulting the organisation’s conflict management policy and

procedures for actions they can take in the future if they wish to take a grievance
forward. In this way, the processes will be more Standardised and Safe and can
generate for efficient effects.
Regards
Felipe

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GUIDANCE, COUNSELLING AND SUPPORT
Counselling sessions
Guidance and counselling to the learning and development officer on

appropriate cultures- COMPLETED
Coaching Sessions-COMPLETED
Task 2.8: Provide feedback to team members
This task requires you to provide feedback to two (2) team members (Fitness
instructors) based on the meeting in Task 2.7.
● Review the following documents before meeting two (2) team members.
- Process for Providing Feedback on the

Outcome of Consultation in the Task 1.2
Consultation Process template.

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- Responses in the Meeting Minutes template
completed in Task 2.6.
● Arrange a time and meet with the team members individually.
● Implement the Process for Providing Feedback on the Outcome of Consultation in

Task 1.2 Consultation Process template. You will also use the Task 2.8 Meeting
Minutes template 1 and Task 2.8 Meeting Minutes template 2 to record the
feedback provided to two (2) team members
● Communicate the feedback from each meeting regarding the conflict that is
relevant to each team member. You must:
- Ensure to follow the identified method of

communication in the developed process.
- Discuss the type of information outlined in the

process in the context of the meeting relevant
to each team member held in Task 2.6.
ANSWER:
discussion with HR
officer)


speaking. dress.
Feedback provided to Via email A Via email

the relevant staff
member regarding
outcomes of
consultations

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PROOF OF MONITORING THE OUTCOMES OF CONFLICT MANAGEMENT
Occasion 1- Follow-up surveys
After some time had passed the HR manager sent another survey to all the
employees regarding the HR experience in order to keep the track of the issues
that has been addressed previously. The HR support officer’s communication
(pronunciation and speed) had improved in general according to feedback.
Occasion-2 – Meeting with L&D officer- COMPLETED
Communicated the outcomes of the conflict management for both identified

workplace issues to the relevant staff members via emails, informal discussions.
PART 3: Review Management of Workplace Relationships
Part 3 requires you to review how you manage workplace relationships.
Instructions for Student:
For Part 3, you must complete the tasks in the order given. Each task comes with a set
of instructions to guide you to complete the following:

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● Task 3.1 Seek feedback on workplace relationship management
● Task 3.2 Identify areas of improvement
For Task 3.1. Your assessor will observe you while you perform the role play activity.
You will need two (2) other students chosen by the assessor at Bounce Fitness as a
simulated workplace to play the role of Stakeholder.
For Task 3.2, you will read the instructions carefully and complete the task.
Task 3.1: Seek feedback on workplace relationship management
This task requires you must seek feedback on how to manage workplace
relationships from at least two stakeholders.
● Arrange a time with at least two (2) relevant stakeholders involved in your
management of workplace relationships.
Relevant stakeholders refer to individuals that you interacted with during the
process of managing workplace relationships during this assessment.
Stakeholders can include, but are not limited to, the following:
1. Team members
2. Employees you met with in Task 2.6
● Arrange a time and meet with the team members individually.
● Access the Task 3.1 Meeting Minutes template to conduct a meeting with the two
(2) relevant stakeholders.
● Conduct the meeting with at least two (2) relevant stakeholders. During the
meeting, you must:
- Discuss the following processes implemented

to manage workplace relationships issues:

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Discussion points can include, but are not limited to, the following:
1. Discuss how effective each process was
2. Discuss ways to improve each process
- Consultation Processes from Task 2.6
- Conflict Management Processes from Task 2.6
● Seek feedback on your management of workplace relationships based on

performance during the meeting in Task 2.6.
Discussion points can include, but are not limited to, the following:
1. Areas that you performed well
2. Areas that were not performed well
3. Advice on how you can improve your performance
ANSWER:
OCASSION 1 (HR officer OCASSION 2

talking too fast/heavy
accent.
Communicating Meeting with HR officer Meeting with L&D officer

outcomes
Seeking feedback Ask the HR officer during Ask the L&D officer
the meeting. during the meeting.
Evaluation of the I asked for her feedback I asked for his feedback
feedback on his leadership and at the learning and
management skills development office.
regarding workplace
management.
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Improvements in I can improve it by I can improve it by
leadership style resolving questions like hearing both sides of
staff conflict faster. the story before taking
attitudes.
Area of improving future Communication Recruitment

workplace relations
leaderships in your
organisation
PROOF OF OUTCOMES OF COMMUNICATIONS AND HOW I SOUGHT FEEDBACK
OCASSION-1 Meeting with HR support officer
COMPLETED
OCASSION-2 Meeting with learning and development officer
COMPLETED

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satisfactory?
Fitness Fitness
Instructor Instructor
1 2
1. Sought feedback from stakeholders on the performance • Yes • Yes

of processes developed. This is evidenced by:
• No • No
● Discussed what they did well during their
implementation of the developed processes.
● Identified what they did not do well during the

implementation.
• No • No
• No • No
2. Engaged stakeholders to share their feedback. This is • Yes • Yes

evidenced by:
• No • No
● Asked each stakeholder for their opinion on the
student’s performance.
● Asked each stakeholder to share what should be

changed to improve performance.

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• No • No
• No • No

performance)

•
•
Not Completed
•
Assessor Comments
Assessor Signature
Assessment Date
Student Signature
Task 3.2: Identify areas of improvement
This task requires you to review and evaluate the discussion in Task 3.1 while also
identifying the areas of improvement for future workplace relations leadership.

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● Access and review the completed Task 3.1 Meeting Minutes template.
● Locate and access the Task 3.2 Improvement Log template provided. You will
complete this template by:
- Evaluate the feedback received for the

management of workplace relationships from
the Task 3.1 Meeting Minutes Template. This
can be done by:
o Reviewing each feedback received from the stakeholders during

your discussion in Task 3.1.
o Identifying feedback for each of the following areas based on your

evaluation:
▪ Areas that were performed well
▪ Areas that need to be improved on
o Identifying at least two (2) areas of performance that need to

improve on based on the evaluated feedback. Record the identified
areas of performance that must be improved on in the Areas for
Improvement section.
● You will submit the completed Task 3.2 Improvement Log template.
ANSWER:

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OCASSION 1 OCASSION 2
Area of improving Communication Recruitment

future workplace
relations leaderships in
your organisation
Improvements in I can improve it by I can improve it by

leadership style resolving questions like hearing both sides of
staff conflict faster. the story before taking
attitudes.
EVIDENCE SUBMISSION CHECKLIST

AT2- Project - Overall Result
Has it been completed and
AT2 Assessment Tasks Satisfactory
attached?
Part 1
● Task 1.1 Identify
workplace • Yes • No • Yes • No
collaboration
processes.
● Task 1.2 Develop
Processes for • Yes • No • Yes • No
Consultation
● Task 1.3 Develop • Yes • No • Yes • No
Conflict Management

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Processes
● Task 1.4 Develop Task
Issue Management • Yes • No • Yes • No
Processes
policies for diversity • Yes • No • Yes • No
and ethical conduct
Part 2
● Task 2.1 Delegate
responsibilities for • Yes • No • Yes • No
work task
● Task 2.2 Perform the
• Yes • No • Yes • No
work task
● Task 2.3 Identify Task
Issues
● Task 2.4 Address Task
Issues
Conflicts
● Task 2.6 Meet with
Employees involved in • Yes • No • Yes • No
conflict
● Task 2.7 Resolve
workplace conflicts
● Task 2.8 Provide
feedback to team • Yes • No • Yes • No
members
Part 3
● Task 3.1 Seek feedback
on workplace • Yes • No • Yes • No
relationship
management
● Task 3.2 Identify areas
of improvement
Overall outcome of the • Satisfactory
assessment
• Not satisfactory

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Feedback to Student:
Student Signature
Date
Assessor Signature Date
COMPETENCY RECORD SUMMARY SHEET

Unit Name and BSBLDR523 Lead and Manage Effective Workplace Relationships
Code
Student’s Name

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Student’s ID
Assessor Name
Date of
Completion
ASSESSMENTS STUDENT RESULTS
Assessor must tick the appropriate option

for each assessment task.
Please note: Student is required to be

marked ‘Satisfactory’ in all assessment
tasks to be deemed competent for this
unit.
Satisfactory Not Yet Not

Satisfactory Completed
Assessment Task 1: Knowledge Test • • •
Assessment Task 2: Project • • •
Comments:
Unit Outcome: • Competent • Not Competent

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Assessor to tick
the appropriate
option
Is re- • Yes • No
assessment
required:
Assessor to tick
the appropriate
option
Assessor
Signature:
Student
Signature:

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APPENDIX 1
ASLI will conduct this assessment on its campus by setting a simulated business
environment where the conditions are typical of those in a working environment in
this industry.
This includes access to:
● Legislation, regulations, standards and codes relevant to workplace relationships
● Workplace documentation and resources for workplace relationships.
Assessors of this unit must satisfy the requirements for assessors in applicable
vocational education and training legislation, frameworks and/or standards.

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M.

S Aviation Pty Ltd T/A Australian School of Commerce

Unit Code BSBLDR523

Unit Name Lead and Manage Effective Workplace Relationships

Name of the Student Guide

M.S Aviation Pty Ltd trading as Australian School of Commerce

ABOUT THE STUDENT GUIDE

The assessment booklet contains two (2) parts:

PART 1: Assessments information: This part contains information on assessments

● Application of the unit of competency.

● Elements, performance evidence and knowledge evidence requirements of the

M.S Aviation Pty Ltd trading as Australian School of Commerce

● Conditions, context, required resources and location of the assessment.

● Outline of evidence to be collected.

● Administration, recording and reporting the requirements including special

PART 2: Assessment tasks: This part contains the information to successfully

● Role play / Practical Demonstration information.

● Information on resources required, where applicable

● Appendix 1- Assessment resource

M.S Aviation Pty Ltd trading as Australian School of Commerce

● Purpose of the assessment

● Context and Conditions for the assessment

● The resources required

● Brief description of the assessment tasks to be conducted

M.S Aviation Pty Ltd trading as Australian School of Commerce

The purpose of the assessment is to determine competency in the unit BSBLDR523 –

Context and Conditions for Assessment

To comply with the assessment conditions of this unit:

● You must demonstrate adequate skills and knowledge evidence by providing a

● Computers with access to the internet and MS Office Applications, including MS

M.S Aviation Pty Ltd trading as Australian School of Commerce

● Access to ASLI simulated business environment.

● Implement processes to manage ideas and information on at least two occasions,

- Communicating information to support others

- Facilitating employees’ contributions to

- Providing feedback on the outcomes of

- Resolving issues raised or referring to relevant

● Develop and implement processes and systems to manage difficulties on at least

- Identifying and resolving conflicts and other

- Planning how to address difficulties

- Providing guidance, counselling and support to

M.S Aviation Pty Ltd trading as Australian School of Commerce

The candidate must be able to demonstrate knowledge to complete the tasks

● Key aspects of work relationships, including:

- Cultural and social sensitivity

● Legislation relevant to managing effective workplace relationships

● Organisational policies and procedures relevant to workplace relationships

● Methods to develop processes for:

- Consultation with employees

- Task issue management.

Assessment tasks Assessment description Location of the

M.S Aviation Pty Ltd trading as Australian School of Commerce

Assessment Task 1 This assessment includes a This assessment will be

You will be given 4 hours to

Assessment Task 2 This project requires you to This assessment will be

ASSESSMENT TASKS AND MARKING GUIDE

M.S Aviation Pty Ltd trading as Australian School of Commerce

ASSESSMENT COVER SHEET: ASSESSMENT TASK 1 (AT1)