What is the name of the organisation?

What does the organisation do?

What are the key functions and activities of the team you will manage the personal and professional development for?

What are the organisational goals or objectives (at least three)?

Attach proof of the documentation showing organisational goals (e.g., strategic or operational plan).What roles/positions do three of your team members fill?

What are the responsibilities of each of the three team members (name at least two responsibilities per team member)? What are the performance outcomes linked to each role/position (name at least two per team member)?

Does the team have any diverse needs?

How will you communicate with the team members with the diverse needs?

Identify and summarise organisational framework requirements for personal and professional development.

Do any policies and procedures exist that address work place goals and inform personal and professional development?

What is the name of the policy and procedure?

What are the performance and professional development requirements outlined in the policies and procedures?

Which personal and professional development activities and opportunities are available for staff to access (e.g., as specified in policies and procedures)?

Does the organisation have any templates available for the development of work goals (e.g., personal development plan)?

Do any other industry best-practice professional development opportunities exist?

Support your team as they develop work goals, plans and activities.

Note: you are required to support at least three team members.

Which organisational goals should your team align their personal goals with? (Choose two).

How will you communicate with each team member (e.g., email with instructions, face-to-face discussion, team meeting)?

What will you communicate to each team member (e.g., personal behaviour modification, specific skills you would like them to have, explanation of SMART goals)?

What other support will you provide each team member (e.g., personal development plan template with responsibilities already added into the plan, skills assessment)? attach proof of your additional support to this section of your portfolio.

Communicate with each team member to provide the support. If not already viewed in person by your assessor, attach proof of your communication (e.g., video of face-to-face discussion with each team member, video of joint team meeting, draft email outlining requirements, recording of telephone discussion etc.).

10 12 14 18 18 20 22 26 28 30 32 34 Case Study WORLDUCATION a0 az aa a8 a8 Worldugcation is a social startup that manufactures tablet computers for primary school students. They not only focus on the hardware, but they also have a competitive team creating software, content and activities to better engage and educate the students. Yorldugation aims to change the way children leam at school by implementing artificial intelligence technology that can follow up on each child's progress and adjust to their needs as they leam, creating the optimal path learning experience So far, Worlducatign only sells their tablet computers business 10 business (B2B) as they realised that their content and hardware proved most effective when a whole classroom was using it, and a teacher was coordinating the activities. Also, this helped the sales team focus on larger sales, and minimised the potential number of problems that could arise from individual customers. However, the long-term plan is to also tackle a business to consumer strategy (B2C). 'What makes Worlducation completely different from their competition is that they envision a world in which every child learns how to read and write a world without illiteracy. Given this vision, for every classroom that buys their products, they donate and train a classroom somewhere around the world that can't afford the same technology. Furthermore, they connect the two classrooms (those who bought the products and services and those who received the donation) so that they can grow together and collaborate throughout their leaming cycle. Worlducation was founded in 2016, and by the end of 2019 they had sold over 35,000 tablets to over 530 schools in 23 countries, generating revenue in hardware sales and software subscriptions. Yorlducation headquarters are in Sydney's CBD but they have a development team in Bulgaria, a manufacturing team in Hong Kong, and operation and sales/marketing staff in Colombia, Egypt, Iceland, Russia and the Philippines. Tts management structure is shown below: Worlducation's organisational structure is shown in the figure below. Each team (e.g. sales team, finance team, operations team) are required to attend a weekly team meeting. The executive team (managers, CFO and CEO) also meet weekly Additional information specific to the developing the sales team's personal and professional work goals: Yorldugation has a complex supply chain that begins when a sale is made usually via a sales representative or through and online enquiry that is handled by the sales team. Sales are recorded in an iniernal Enterprise Resource Planning System (ERF System) which notifies the operations team that an order needs to be delivered. The operations team verify the sales order and authorise the delivery of a manufacturing request 1o the factory in Hong Kong. Manufacturing team in Hong Kong notes the order specifications and delivery details and incorporates this within its production schedule. The order is manufactured and the operations team arrange freight and shipping directly to the customer. The sales team contacts the customer to make sure they are satisfied with the delivery and final product. Call centre staff receive calls from customers to answer basic questions related 1o an order status and to address complaints. Advertising staff create adverts (for multiple mediums) and manage the social media pages of Worldycation In line with the strategic plan, sales representatives are required to make sales that contribute to the 10% profit p.a. target. They are also required 1o establish 5 new leads per month and for every 5 leads, make one sale. Call centre staff should resolve 90% of all customer inguiries on the first call and receive a 95% customer satisfaction rating for the calls they take. Advertising staff should have no social media posts that require external intervention (e.g. Twitter removing a tweet) and information in adverts should be 100% accurate Worlducation started 2020 with a huge sale to a school in Portugal. Although it was a great start, the context for the rest of the quarter was highly uncertain due to COVID-19. Surprisingly the pandemic brought hundreds of new leads and that led 1o an unprecedented growth that brought alongside dozens of operation and production problems. The factory in Hong Kong closed down for 1 month due to government restrictions limiting supply, the sales team was overwhelmed with sale meetings over ZOOM, the tech-support team had to re-adapt the software to remote learning for many of the schools, and the founders had to start thinking on how education was going to change after this worldwide event. Sales representatives felt confused about how their job roles had evolved and were unsure of what was expected of them. Many sales representatives felt uneasy about maintaining client rel; nships and support without face-to-face in person interaction and client feedback showed a mismarch between their requirements and those offered by the software adaptations. The advertising staff had incorrectly advertised the functionality available on the adapted software. Further investigation by the sales manager revealed that sales representatives needed development in asking the correct questions to fully understand the quickly evolving needs of individual clients. Since COVID-19 and the closure of the factary due to government restrictions, of the 2000 tablets due to be shipped by April, only 500 were completed on schedule. This resulted in numerous customer complaints. Call centre staff felt ill equipped to handle the number of complaints and deal 'with emotional clients. The CEO has asked the sales manager to manage the personal and performance development of the sales team to address the new challenges they face. The performance development must address the gaps in the skills and knowledge of the sales team to achieve 100% customer satisfaction, but ot incur any additional costs. The CEQ would review progress in 8 weeks time Additional information specific to the assessing the sales team's personal and professional work goals: After a period of time, all sales team members had submitted their personal and professional development plans (as per policy and procedure requirements). Three of the plans are shown below: Rale description Development requirements Goals Successfully schedule and attend all Sales meetings on #0om No customer complaints. Rale description Development requirements Goals Successfully diffuse 98% of emotional situations on a call. Performance development opportunities Coaching Role-playing difficult conversations Performance development opportunities Watch and leamn from simulated role-play interactions Time frame 8 weeks. B weeks. Time frame 8 weeks Role: Sales representative Key competencies: Able to maintain positive customer relationships Able to use ERF sysiem Excellent communication and interpersonal skills Organisational skills to fuli]l duties (e.g. leam meeting) Personal: Organisational skills to manage multiple zoom calls Professional: Maintain positive online customer relationships Priority 1 2 Raole: Call centre staff Key competencies: Use technology to solve customer queries Communication skills to manage emotional customers Organisational skills to manage workload Personal: Manage anxiety due to increased workload Professional: Deal with emotional clients. Priority 2 Incentives/rewards Day off work Cash bonus Incentives/rewards Cash reward Development requirements Goals Successfully diffuse 98% of emotional situations on a call. No sick days due 1o anxiety. Role des iption Development requirements Goals No errors on adverts submitted for approval. Reduce time to create digital adverts by 20%. 10 12 14 18 18 Performance development opportunities 'Watch and leamn from simulated role-play interactions Mentoring sessions. Performance development opportunities Checklist. Altend training course. Additional information specific to your own role and responsibilities: All managers should be competent in planning and organising, have good inter-personal skills, are able to coach and train and guide staff member to achieve personal and organisational goals. Performance is measured by: the peer reviews rating received from team members CEO's review of your work. contribution to organisational profit staff retention. 20 22 24 Time frame B weeks 8 weeks Time frame 8 weeks B weeks 28 28 30 32 34 Organisational skills to manage workload Personal: Manage anxiety due to increased workload Professional: Deal with emotional clients. Priority 2 1 Rale: Advertising staff Key competencies: Design and develop adverts for multiple mediums. Attention to detail. Organisational skills to manage work load. Personal: Improved attention to detail. Professional: Improve digital advertising skills. Priority 1 2 a0 az aa a8 a8 Incentives/rewards Cash reward Work pays for yoga sessions. Incentives/rewards Salary increase Betier ime management (intrinsic reward) After a period of time, the sales team was given the opportunity to provide feedback on the sale's manager's performance. Many team members mentioned the manager's abrupt manner which left them unsure of their standing with him. The CEO was delighted that most activities scheduled by the sales manager were completed within budget and on time. No additional costs were incurred in the personal and professional development of staff. However, there were still too many customer complaints and the CEO was concerned that the sales manager's organisational skills needed improvement to successfully prioritise tasks and decrease customer complaints by another 20%. The CEO requested that the sales manager address his own personal and professional development and then follow up in 4 weeks to discuss progress. 'When prioritising work, the customer is always put first. Additional information specific to health and wellbeing of the sales team: In addition to improving their own persona performance, the CEO has mentioned the following complaints from HR from sales team members: The sales representative has complained about headaches and stiff shoulders from increased computer work. The call centre rep has taken an unusually high number of sick days due to anxiety. The advertising staff is struggling to manage home and work commitments. 'Welcome 'Welcome to the Strategic Plan for Worldugation. 'This document scts out our vision for the next two years and how we hope to achieve it 'We hope you enjoy reading this document. Lucas Lopez CEO Worlducation Executive Summary Strategic Plan 2020 - 2022 Founded in 2016, Worlducation is a social startup that manufactures tablet computers for primary school students. Our focus is not only on the hardware, but also creating software, content and activities to better engage and educate primary school students. Worlducation aims to change the way children leam at school by implementing artificial intelligence technology that can follow up on each child's progress and adjust to their needs as they learn, creating the optimal path learning experience. Worlducation envisions a world in which every child learns how 1o read and write ~ a world without illiteracy. This is why, for each classroom that buys our product, we donate and train a classtoom somewhere around the world that can't afford the same technology. We then connect the classtooms together so that they can grow and collaborate throughout their learning cycle. Vision Statement To see a world without illiteracy. Mission Statement To be the change and facilitate a world without illiteracy by changing the way children learn at school and the number of schools that have access to technology. 'Our values are: Core values underpinning our activities are: Fithical principles Tnnavation lo 2 a 6 & 10 12 1 16 18 20 22 24 26 28 30 32 34 38 38 a0 az Our values are: S ) Core values underpinning our activities are: Fthical principles Innovation Collaboration. Strategic Priorities To be well led, high performing, profitable and accountable. Ensure that all financial operations, performance indicators and results support the strategic policies Identify new and expand existing sources of revenue and ways to help more classrooms in need. Achieve profits of at least 10% per annum. Increase our reach Increase range of products and services offered to reach a larger target market Increase sales to increase donations to needy classrooms. Continue building deeper customer relationships 'Customer-centred practice, with a focus on meeting their total needs for high-guality technology Strengthen the skills of our peaple, to better support customers Drive innovation to better meet customer demands Attract, engage and develop the best staff Continuing the drive to a customer centred, high performance workforce and culture Strengthening the skills of our people, to better support cusiomer needs. Empowering innovation and responsiveness to change Continuing to enhance the diversity of our workforce Exploring the use of technology in human resources. The Market The technology market is a growing and ever-changing industry due to the rapid rate that technology is being updated. Emerging technologies include artificial intelligence and the Internet of Things (IOT). There is an increasing focus on cyber security. Due to the global pandemic, the issues with the manufacturing industry have impacted on the supply of hardware components. The wrend for consumer spending during the pandemic has taken a downturn but this has not affected the ICT industry as due to more people working form home, consumer appetite for tablets has increased. Situation Analysis Strengths Weaknesses Value and quality Strong management Customer loyalty Friendly organisational culture Level of available finance for investment Brand name not developed as well it could be Growing organisation Opportunities Threats Schools needing to upgrade technology High level of competition Opportuni 1o offer a range of services Economic downturn meaning less spent generally Opportunities for synergies across all services and products Failing to satisfy clients demands Marketing Strategies 'Our marketing strategies aim to: Build our brand Generate leads now Convert those leads quickly Have every part of the business supporting each other We plan to develop our market share by: Improving our marketing and advertis: Continually improving the quality of service given to clients Maintaining effective communication channels with all stakeholders to ascentain industry requirements and then develop products and manage services accordingly Continually improving communication channels with all our stakeholders, ensuring a flow of timely and accurate information to facilitate effective planning and decision making Targeting identified growth markets with planned, market appropriate campaigns employing a variety of promotional strategies and advertising mediums Offering atiractive fee structures to our clients Continually improving the skills, knowledge and effectiveness of our team through our commitment to training and development Regularly reviewing the effectiveness of all our operations and making improvements when and where necessary Employee Training and Development Policy and Procedures Policy brief & purpose aa a8 a8 10 18 20 22 24 26 28 130 32 34 36 38 140 142 44 46 48 Employee Training and Development Policy and Procedures Policy brief & purpose This policy refers to Worlducation's learning and development programs and activities for all staff members. Worlducation aims to help employees extend their knowledge and acquire new skills to do their jobs better. We want our employees to feel confident to find new ways towards personal development and success Scope This policy applies to all permanent, full-time or part-time, employees of the company. Employees with temporary/short-term contracts might attend trainings at their manager's discretion. Employees, managers and executives should collaborate to build a continuous professional development (CPD) culture: The employee is responsible to seek new learning opportunities The manager is responsible to coach their teams and identify employee development needs Training and development includes: Formal training sessions (individual or corporate) Employee Coaching and Mentoring Participating in conferences On-the-job training (e.g. simulations) Employee discussion forums ob shadowing Job rotation Subscriptions or educational material Individual training programs All employees that have worked for the company more than four months are eligible to participate in external training programs individually or in teams. Employees can choose to attend as many training programs as they want, provided they don't exceed the budget and day limit. All trainings should consider what employees need and how they can learn best. This is why, we encourage employees and managers to consider multiple training methods like workshops, e-learning, lectures and more. Individuals are to complete individual personal and professional development plans using the Worlducation Development Plan template. Expert training Experts (internal or external) may be required at certain times, for example: Equal employment opportunity training Diversity training Leadership training for managers Conflict resolution training for employees Training new employees Training teams in company-related issues (e.g. new systems or policy changes) Training employees to prepare them for promotions, transfers or new responsibilities Other types of training Both employees and their managers are responsible for continuous learning. Employees should show willingness to improve by asking their managers for direction and advice. Managers should do the same with their own superiors, while encouraging and mentoring their subordinates. Employees and managers are responsible for finding the best ways to approach learning. They can experiment with job rotation, job shadowing and other types of on-the-job training (without disrupting daily operations). We also encourage employees to use their rights for self-paced learning by asking for educational material and access to other resources within allocated budget. General guidelines: Managers should evaluate the success of training efforts. They should keep records for reference and better improvement opportunities. All employee development efforts should respect cost and time limitations, as well as individual and business needs. Employees should try to make the most out of their trainings by studying and finding ways to apply knowledge to their work. Development plan template Professional: Goals Performance development opportunities Time frame Priority Incentives/rewards 1. 2 . 3. Internal Communication Policy and Procedures Worldwantion aims to on Ar mah win will anations to douglas and trial not communication slatforms channels and tools to imn Inheration hotwinan allProfessional: Goals Performance development opportunities Time frame Priority Incentives/rewards Internal Communication Policy and Procedures Worlducation aims to enhance and streamline communications (internal and external) to reinforce the vision and strategic priorities. As such, we will continue to develop and trial new communication platforms, channels, and tools to improve information sharing and collaboration between all staff members. This policy is to be implemented in a way that ensures compliance with relevant legislative requirements and standards of best practice. Worlducation expects that staff will use the channels and for business purposes only and comply with all relevant policies and procedures, the Code of Conduct. Communication channels Worlducation has a number of internal communication channels available, including: Channel Purpose Project or action plans All plans should be updated to show completion of each action/process or task. Feedback Regular informal feedback should be given either via a conversation (in person or telephone) or via through review-comments on documents. This contains Information from the executive to staff which is important and relevant to their interests, including training, employment Staft bulletin vacancies and important announcements. Contributions for the Staff Bulletin must be approved in advance by the contributor's relevant manager before being sent to the communications officer for review and inclusion. Staff surveys These are used to gather information and feedback from all staff members. Surveys should be sent to staff via email link. The intranet provides important information for staff in an easily accessible location. The intranet is 10 be used for conveying information which is important and relevant from the executive team to staff. It is the responsibility of the person contributing the content to ensure the content is factually correct. All contributions must be approved in advance by the contributor's relevant manager. These may be used by groups of staff to collaborate and communicate on projects online {e.g. to share and comment on work-related ideas, news Enterprise social networks (e.g. Yammer, Facebook) and activities). Personal use of these platforms may not be used during work hours. Use of these networks must comply with the Social Media Folicy. The first aption should always be a conversation (face-to-ace, telephone ete.). If the conversation includes importance, consequences, deadlines, negotiation, outcomes etc, they must be followed by a summary email or document. All Staff emails Emails are used for messages to and between staff. Staff are required to read all their work-related emails. Email distribution lists Email distribution lists may only be used by the executive team and should adhere to the Privacy policy Worlducation intranet Meetings and conversations