1. Read the case study below and detail your responses, including your reasoning, for the following:

a. Steps to take to resolve the issues raised PEA.D PEE.A

b. Involvement of stakeholders in the meeting PEA.B

c. How you would gain the trust and confidence of your colleagues PEC.A

d. Resolution actions PEE.B

e. Implementation and monitoring of actions and improvements PEE.C

Case Study

Approximately 10 months ago, you were promoted to be the supervisor of your department. Two of your former peers are now your subordinates. While one person (Ann) has taken this change well, the other (Ben) has become remote and difficult to work with.

Ben does no more than is necessary, and department performance levels since your appointment have dropped. A third employee has said anonymously that Ben criticises you and your decisions at every opportunity, and this has caused a number of other employees to doubt your abilities, or even turn against you. You have tentatively approached Ben to discuss this situation; however, he has been non-committal, stating that there is no issue, and that you have an over-active imagination.

On receiving written statements from two of your staff regarding Ben's criticism and an occasion where Ben countermanded a direction you had given, you see now it is time to act. You must take care not to disclose the identity of the staff providing the information while addressing the problem directly. Your own supervisor has noticed that there is a problem in your department, and has asked you to fix it. You make a performance management appointment with Ben, and plan a subsequent coaching session to address the problem.