BSBLED501- DEVELOP A WORKPLACE LEARNING ENVIRONMENT

Student Name Venkataravana Dilip Kumar

Student Number 12179

Unit of Competency and Code BSBLED501- DEVELOP A WORKPLACE

LEARNING ENVIRONMENT

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 ASSESSMENT 1
Part A

TRAINING NEEDS ANALYSIS (TNA)

EMPLOYEE NAME: Jin POSITION: Cleaner TNA DONE BY: Kim Sehwa
Training/skills
How will this be achieved?
Major tasks of development If yes, identify what Who to organize?
required? (eg on the job, external When?
position training needs exist Training provider?
training)
Y N
Driving
Toilet cleaning Know how to remove germs Learn how to use various 10th Feb Kim Sehwa
chemicals through books 2020
and the Internet.
Vacuum cleaner
Cleaning Each knows how to manage Learn repair management 15th Feb Cleaner’s Roon
Equipment cleaning equipment and at a cleaning supplies shop 2020
Management increases the life span.
Readership
What do we want to achieve in the period ahead?
Before 8th march 2020 (This is after holiday for New Session)

Where do you/we see your career progressing in the next two years?
Just Jin Cleaning (My own business)

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How are we going to make this happen?
I am currently doing my best in my position and thinking about how to expand my business.

What will you need from the company to help you to reach your career goals?
I will increase my skills to secure professionalism and establish a company expansion plan in management class.

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TNA REPORT
 Explains your reasons for the TNA methods chosen?
Improve the process which results in spending less time to fix the employee's mistake and the
information can be accessed faster than before
Reduce the cost which is used to pay for staff turnover and recruitment. In addition, when the
staffs work more efficient, it will increase the productivity as well as the money paid for
maintenance.
Enhance the profit by increasing the sales and improving customer satisfaction
Increase staff satisfaction because when the staff knows that the employer is investing in them,
they will be happier and stay longer in the organisation. Furthermore, during the training, the
staff can develop their leadership and communication skills which can be applied in the job.

 Details how you will establish gaps in knowledge and skills?

- Identify Future Needs: It’s important to know what types of work projects, future products,
etc., are planned for the future so that you can work out any potential gaps in the first place.
If you know what is happening in the future you can let your team know so that they can be
aware of the types of knowledge and skills that are going to be needed, if they want to work
on these.
- Offer Training: Offer your existing team members training to meet your anticipated future
needs. You could also consider offer training to your contractors, or insisting that they
undertake training, however this can be risky and you need to ensure you don’t break the
contractor/employer barrier for the taxing authority in your state or country.
- Hire Someone New: If you have identified knowledge and skills that are needed now or will
be in the future, get serious about making a better job description of the skills needed in
order to find a new contractor or employee.
- Make Them Aware of Training: You don’t always have to offer training, but if you know what
type of skills you would like for your team to have, you can at least tell them about training
that is offered by other people and encourage them to undertake it.
- Send Them Regular Industry News: Create an email list just for your team where you’ll share
industry news, training, and other things that can help them learn more about the industry
that you’re all taking part in.
- Offer Regular Feedback: When anyone on your team submits a project, be sure to try to
send feedback about what they have done well and what they should improve upon. This is
a good way to encourage their own learning on their own time at their own pace.
- Encourage Team Members to Work Together: Some team members are going to know more
than others. If you make it possible for them to collaborate on projects together, one can
learn from the other and they can all encourage and problem solve together.
- Set Expectations: It’s important from day one to set expectations for your team members, if
they realize that continuing education is important to you, and they like working with you,
they’re going to be a lot more likely to seek out training for themselves.
- Handling gaps in the knowledge and skills of your team is something that every business
owner must deal with, whether you hire only contractors or employees. There are ways to
 deal with it that work well without offending anyone. Just be honest and up front at all times
and your team will follow your lead.

 Explains how you would gather feedback about a team member’s performance.
- Regular employee performance reviews: Talking one-on-one with your employees is a great
way to get feedback on employee engagement and satisfaction, however there can be some
drawbacks. If reviews are too far and few, employees might feel like their input isn’t valued,
or may not bring up months old issues.
- Team meetings: Although one-on-one meetings are necessary, you can also get good
feedback from holding regular team meetings. It’s sometimes easier to share and give input
in a group setting, which is where team meetings can come in handy. Using team meetings
as a way to provide feedback can encourage employees to speak up when they feel they
have the support of their fellow colleagues.
- Suggestion box: Now before you go and throw out your suggestion box to adopt a snappy
new method of obtaining feedback, consider that the anonymity of a suggestion box can
provide a great outlet for employee feedback. It also lets your employees know that their
opinions are welcome outside of other formal feedback collection methods.
- Regular employee surveys: Overall, employee feedback surveys are the top method of
getting feedback from your employees.

 Details the sources would you refer to in order to source this information?
o the amount of time you have available
o the human resources you have available
o the level of accuracy you require
o the reliability of each data source
o the accessibility of each data source

 Describes how will you analyse the feedback form these sources and also take into account
other information you have obtained about their performance?
o interviews/surveys with supervisors/managers
o interviews/surveys with employees
o employee performance appraisal documents
o organization's strategic planning documents
o organization/department operational plans
o organization/department key performance indicators
o customer complaints
o critical incidents
o product/service quality data
For example, if you are considering providing training in project management to project
managers, you may want to interview the prospective participants, the project managers, and
their managers on what problems they are facing. It may also pay to review planning and
procedural documents to ascertain what project management methodology and tools your
organization is using, or is planning on using.
 Details any other information could you refer to find out where skill gaps are?

Identify your Company's Objectives: While it might seem nice to have well-rounded
employees, ultimately your business probably needs one skill more than another. By
identifying your company's goals first, you are better able to identify what training your
employees need now and in the future. This is how you will know whether it is more
important to focus on technology training, customer service skills, even both, or
something else.
Identify What Skills Employees Already Have: Now that you have a clear idea of your
business priorities and the required skills in each position, you'll need to evaluate if the
people in those positions are well equipped to do their jobs. Don’t assume your
employees know what they should. Even long time employees may have skill gaps due
to not needing certain skills on a regular basis or because their job has become
specialized.
Employees can fill out an online profile or survey telling what skills, certificates and other
competencies they have. Group discussions, assessment tests, and personal interviews
can also be used depending on the size of your workforce.
You can also evaluate your employees through customer feedback to see where gaps
may exist.
Assessment/specialist software is especially suitable for very large workforce groups.
Use this once to get you started or use it periodically to gauge progress and see other
gaps.
While online or paper testing has benefits, observing how your employees actually work
is often an effective way to ensure things are being done the way they should be. Not
only is observation critical for you to see what employees can do, but it gives you a
chance to let employees know exactly what you want to be done and how, otherwise,
how will they know?
Knowledge survey, assessments, and questionnaires can help you find out if your
employees do actually know what they need to about your company and its values.
Get more ways to identify skills here: Identify Skills Gap in Your Employees.
Gather Data, Analyse and Compare
Skills needed – skills possessed = skills gap
Here you'll compile all your data, and compare it to find the gaps. Then, analyse these
items in your review process:
List of skills your workforce is lacking and what training is necessary to address these
gaps.
Part B
Importance Skill Level Required
Leadership High Excellent
High Good
Driving
Moderate Middle
Toilet cleaning
High Excellent
Vacuum cleaner
Moderate Middle
Cleaning Equipment Management

Part C

STAFF MEMBER LEARNING AND DEVELOPMENT PLAN TEMPLATE

Instructions: Generally its best to ask the staff member to identify their own strengths and
development needs (self-assessment) with examples (evidence) and to discuss their views with their
supervisor (validation). This discussion should relate to the requirements of the job role and the
business and form part of performance management.

Use the action plan to identify areas for further development and activities to build skills and
competencies. Set target dates as well as a date for review with the staff member and the
supervisor.

Name:
Jin
Date:
15th Februry 2020
Job role:
Cleaner Manager
Function/team:
Just Jin Cleaning
Supervisor:
Kim Sehwa
Strengths

 Learn new skills very quickly.

 Very friendly with new people
 Situations coping skills is good.

Development needs

 Specialized knowledge of eradication of bacteria

 Various cleaning products repair and management
 Knowledge of Business management and expansion

Development required (priority)

  Related books on eradication of bacteria
 Cleaning supplies expert
 Business Management Certification

Continuous improvement areas

 Leadership
 Business Management
 Cleaning Skills
 Knowledge of Cleaning supplies
ACTION PLAN

Skills/competencies to Developmental Target Date Supervisors

develop activities date completed comments
Specialized knowledge Purchase and
of eradication of summarize the 11th Feb 13th Feb Done - Good
bacteria book
Various cleaning
products repair and - - - -
management
Learning from
- Vacuum cleaner 14th Feb 15th Feb Done – Good
Cleaner’s Room
- Set of Mapping Learning from
14th Feb 15th Feb Done – Good
Tool Cleaner’s Room
- Set of Window Learning from
14th Feb 15th Feb Done - Good
Cleaning Tool Cleaner’s Room
Knowledge of Business
management and - - - -
expansion
Interview with an
- Accounting 16th Feb 16th Feb Done – Good
accountant
Completion of Business March
- Operation Management - -
2019
Completion of Business March
- Expansion Management - -
2019

Staff member signature: Jin

Supervisor signature: Kim Sehwa
Start date: 10th Februry 2020
Review date: 17th Februry 2020
Assessment 2

 How would you encourage your learner to follow their learning plan?
- Don’t make all the decisions. Allow choice.
- Don’t play guess what’s in my head. Ask open-ended questions, with plenty of
possible answers which lead to further questions.
- Model behaviours and attitudes that promote learning
- Talk less
- Ask for feed back
- Test less
- Encourage goal setting and reflection
- Don’t over plan

 How would you assist your learner in identifying and applying the chosen learning
strategies?
- Clear lesson goals
- Show and tell
- Questioning to check for understanding
- Summarise new learning in a graphical way
- Plenty of practice
- Provide your students with feedback
- Be flexible about how long it takes to learn
- Get students working together
- Teach strategies not just content
- Nurture meta cognition

 How would encourage the learner to continually assess their own competencies to
identify their own learning and development needs?
- Job description
- Competency standards
- Performance reviews
- Career planning / Development sessions
- Recognition of prior learning
- Observing the team
- Discussion with individuals
- Workplace skills assessment
- Self-evaluation

 How would you determine the type (and extent) of any additional work-based
work that is required?
- Mentors: Current employees that are matched up with new employees, so they
have someone to ask questions to easily.

- Training coordinator: Someone in charge of the entire on-the-job training person

who will schedule and assign necessary training.
 You may decide that hiring outside trainers and instructors will yield better results. You may
need to send your in-house trainers to their own training so that they are better able to run
your on-the-job training program. You may choose to outsource your training and use an in-
house coordinator to work with the company handling the training.

How do you know if you should outsource your training?

Well, how much time do you have? Have your managers ever trained anyone before? Do
you have employees who feel comfortable doing the training? Are there interpersonal
conflicts that may get in the way of training? Do you have the materials, rooms, and other
tools to successfully train employees? Are you as familiar with what they need to be taught
or does someone else have more knowledge? Are there professional training or continuing
education programs in your community that you can use to run your program or at least
train employees to run your own training program?
Be honest — great training is key to great employees. There’s no shame in outsourcing some
or all the training you know your employees need.

 How would you obtain the feedback and continually update / enhance your
learners learning programs?
- Clarify roles of engagement
- Be serious about the student voice
- Understand sources of satisfaction and dissatisfaction
- Be bold enough to make systemic change
- Consider how technology can wrap the institution around the learner

 How would you maintain records of your learner’s progress?

- Record of achievement: This records the lerner’s academic performance on a
weekly, monthly or on term basis. It helps to monitor students’ academic progress.
- Action Plans: It gives information on what a teacher plans to teach over a period.
There are 2 action plans: * Subject action plan * Tutorial action plan
It also advices students of the pattern in which the subject will be covered.
- Record of Work: These record pictures how the teacher has planned to complete
each subject based on the number of lessons. It helps the authorities to know what
is being taught in school and shows how and when work is done.
- Assignment registers: These records help the teacher keep track of the students’
involvement in the subject. It also helps teacher have an overview of the students
understanding and involvement in the subject. It also helps bring out other talents
hidden within a student.
Assessment 3

INTRODUCTION
[Lemon tree cafe] is committed to inducting all new employees, volunteers and contractors into the
organisation, in order to ensure that they have a smooth integration into their role and become
operationally competent.

Induction programs which are well planned, conducted and evaluated will enable new employees to
learn about the organisation, its culture and the requirements of their role.

PURPOSE
The purpose of this document is to ensure that new employees, volunteers and contractors have a
smooth transition into the organisation and their roles.

DEFINITIONS
New employees refer to both recruits to the company (including contractors, casuals, volunteers and
temporary staff), and staff transfers and promotions.

POLICY
This Policy applies to employees responsible for conducting Inductions within [Lemon tree cafe].
All employees (including contractors, casuals, volunteers and temporary staff) will be inducted into
[Lemon tree cafe] in a manner as described in the procedures which accompany this policy
document.

RESPONSIBILITIES
It is the responsibility of the CEO to ensure that:
 an Induction Coordinator is assigned who will be responsible for arranging the induction of
new employees;
 all new employees participate in an induction program.
It is the responsibility of the Induction Coordinator to ensure that:
 an induction kit (electronic or hard copy) is developed, containing relevant documents,
including information about [Lemon tree cafe] policies;
 the induction kit is kept up to date with relevant information;
 the quality of the induction process is maintained.
It is the responsibility of the Human Resources Department to ensure that:
  The Induction Coordinator is notified of any new starters.

PROCEDURES
The Induction Coordinator must schedule all new employees to attend an induction on their first day
of employment, nominating the area where the induction will be conducted, and ensuring all
necessary resources are available (e.g. chairs, DVD player, overhead projector, refreshments, etc.).
In cases where a new employee cannot be inducted by the Induction Coordinator, the Induction
Coordinator must arrange for an appropriate Manager or Supervisor to carry out the task.
An appropriate amount of time and expenditure should be used to ensure that all the required
information is communicated to the new employee., such as Occupational Health & Safety
requirements, duties to be undertaken, dealing with clients/customers, physical layout of the site,
etc. This will ensure that employees can work safely and represent the organization effectively.
The Induction Coordinator should tailor the induction program to suit the needs of the employee(s)
being inducted and provide the appropriate information to the new employee(s).
The Induction Coordinator should assign a “mentor” who will help induct the new employee during
the first two weeks of employment. The mentor should provide support, give advice on matters
arising, answer questions informally, give practical tips, introduce staff and be involved in giving
feedback.
The Induction Coordinator is responsible for following up the employee’s induction during the first
week and month as indicated on the Induction Checklist (see Appendix A).
The Induction Coordinator should work through an Induction Checklist for each new employee,
ticking each item as it is addressed and crossing out those items not applicable. They should ensure
that the new employee and the appropriate Manager sign the Induction Checklist on completion.

Follow Up
The Induction Coordinator should ensure that each employee completes an Induction Evaluation
within three weeks of completing the Induction and forward this to the Human Resources
Department.

WELCOME
Welcome new starter to the organisation.
Provide copies of:
 Employee Handbook
 All Occupational Health and Safety Policies and processes, including (but not limited to) fire
safety, incident reporting, and sexual harassment policies and procedures
 Other relevant policies

INTRODUCTION
Provide an overview of the organisation, including:
 Mission
  Size
 Organisational structure
 Services provided
 Introduce employee

CONDITIONS OF EMPLOYMENT
Provide:
 Position description
 Relationship of job to other jobs within the organisation
 Leave entitlements
 Remuneration and superannuation
 Professional image
 Training and development

WORKPLACE ENVIRONMENT
Conduct office tour, including:
o Toilets
o Tea room/canteen
o First aid facilities
o Car Parking / public transport
o Noticeboards
Provide overview of local area:
o Local shops/facilities
o Public transport
Introduce new employee to:
o Managers and Supervisors
o Other employees
o Occupational health and safety representatives
o First aiders
o Fire wardens
The Importance of maintaining an effective learning environment within an organization

Organizations and the staff / employees that they comprise of can require a very special dynamic to
function efficiently, and one of the key components of creating an organization that functions
efficiently is providing and creating an active learning environment that will allow the employees to
further their existing skillset and allow them to carry out there job roles with a greater ease and
effectiveness .

In this modern-day world, where technology is advancing every day and the economy is constantly
changing, organizations now more than ever must provide their staff with the adequate resources,
learning facilities and tools to enhance their skillsets required for there day to day roles

If an organization has intentions to grow and expand , they have to give there employees a chance to
grow and expand also , as the employees are the life blood of the organization , and the self-worth
and personal esteem of each individual should be the paramount concern of the organization ,
because if employees are happy and feel connected to their roles and can be stimulated by new
information and opportunity’s to learn , productivity will increase .

When an organization structures a learning environment for their employees, it should be based on
a model that allows the employees to interact with each other forcing them to collaborate,
cooperate and share new ideas amongst their peers, not only will this benefit the organization, but it
will strengthen employee relationships and create a vastly richer working environment.

And when productivity increases, and personal goals are achieved by individuals or teams within the
organization, management should recognize these achievements no matter how small or
insignificant to the bottom line and display gratitude not only in praise but in rewards or incentives

In summation , like the phrase “ the more you put in , the more you get out “ The same principle
applies to an organization in regards to their employees , the more time , effort , resources and
training an organization puts into their biggest asset “ their employees , the more it will get out ,
yield generate and produce in the long run .