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2 Assesments To Do Hi I have this two business assesments to be submitted in 24 hours, I need them by 6pm australia time. BSBPEF501 Simulation Pack.docx

Case Study – WORLDUCATION

Worlducation 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. 

Worlducation aims to change the way children learn 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.

So far, Worlducation only sells their tablet computers business to 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 learning cycle. 

Worlducation was founded in 2016, and by the end of 2019 they had sold over 35,000 tablets to over 550 schools in 23 countries, generating revenue in hardware sales and software subscriptions. 

Worlducation 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.

Its 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:

Worlducation 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 internal Enterprise Resource Planning System (ERP 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 to 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 to an order status and to address complaints.

Advertising staff create adverts (for multiple mediums) and manage the social media pages of Worlducation.

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 to establish 5 new leads per month and for every 5 leads, make one sale. Call centre staff should resolve 90% of all customer inquiries 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 to 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 relationships and support without face-to-face in person interaction and client feedback showed a mismatch 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 factory 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 not incur any additional costs. The CEO 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:

Role description

Role: Sales representative

Key competencies:

Able to maintain positive customer relationships

Able to use ERP system

Excellent communication and interpersonal skills

Organisational skills to fulfill duties (e.g. team meeting).

Development requirements

Personal: Organisational skills to manage multiple zoom calls

Professional: Maintain positive online customer relationships

Goals

Performance development opportunities

Time frame

Priority

Incentives/rewards

Successfully schedule and attend all Sales meetings on zoom

Coaching

8 weeks.

1

Day off work

No customer complaints

Role-playing difficult conversations

8 weeks.

2

Cash bonus

Role description

Role: Call centre staff

Key competencies:

Use technology to solve customer queries

Communication skills to manage emotional customers

Organisational skills to manage workload.

Development requirements

Personal: Manage anxiety due to increased workload.

Professional: Deal with emotional clients.

Goals

Performance development opportunities

Time frame

Priority

Incentives/rewards

Successfully diffuse 98% of emotional situations on a call.

Watch and learn from simulated role-play interactions

8 weeks

2

Cash reward

No sick days due to anxiety.

Mentoring sessions.

8 weeks

1

Work pays for yoga sessions.

Role description

Role: Advertising staff

Key competencies:

Design and develop adverts for multiple mediums.

Attention to detail.

Organisational skills to manage work load.

Development requirements

Personal: Improved attention to detail.

Professional: Improve digital advertising skills.

Goals

Performance development opportunities

Time frame

Priority

Incentives/rewards

No errors on adverts submitted for approval.

Checklist.

8 weeks

1

Salary increase.

Reduce time to create digital adverts by 20%.

Attend training course.

8 weeks

2

Better time management (intrinsic reward)

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.

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.

Strategic Plan 2020 – 2022

Welcome

Welcome to the Strategic Plan for Worlducation.

This document sets 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

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 learn 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 to read and write – a world without illiteracy. This is why, for each classroom that buys our product, we donate and train a classroom somewhere around the world that can’t afford the same technology. We then connect the classrooms 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:

Ethical 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-quality technology

Strengthen the skills of our people, 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 customer 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 trend 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

Opportunities to offer a range of services

Opportunities for synergies across all services and products

High level of competition

Economic downturn meaning less spent generally

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 advertising

Continually improving the quality of service given to clients

Maintaining effective communication channels with all stakeholders to ascertain 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 attractive 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

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

Job 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

Role description

Role:

Key competencies:

Development requirements

Personal:

Professional:

Goals

Performance development opportunities

Time frame

Priority

Incentives/rewards

1.

2.

3.

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.

Staff bulletin

This contains Information from the executive to staff which is important and relevant to their interests, including training, employment 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.

Worlducation intranet

The intranet provides important information for staff in an easily accessible location.

The intranet is to 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.

Enterprise social networks (e.g. Yammer, Facebook)

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 and activities). Personal use of these platforms may not be used during work hours. Use of these networks must comply with the Social Media Policy.

Meetings and conversations

The first option should always be a conversation (face-to-ace, telephone etc.). 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.

© 2020 RTO Works 1

__MACOSX/._BSBPEF501 Simulation Pack.docx

BSBPEF501 Student Guide 21-04-21.docx

STUDENT
GUIDE

BSBWRT301 Write simple documents Trainer Guide

MANAGE PERSONAL AND PROFESSIONAL DEVELOPMENT

BSBPEF501

BSBPEF501 Manage personal and professional development | 3

First published 2021

RTO Works

www.rtoworks.com.au

hello@rtoworks.com.au

0452 157 557

© 2021 RTO Works

This resource is copyright. Apart from any fair dealing for the purposes of private study, research, criticism or review as permitted under the Copyright Act 1968, no part may be reproduced by any process without written permission as expressed in the RTO Works License Agreement.

The information contained in this resource is, to the best of the project team’s and publisher’s knowledge true and correct. Every effort has been made to ensure its accuracy, but the project team and publisher do not accept responsibility for any loss, injury or damage arising from such information.

While every effort has been made to achieve strict accuracy in this resource, the publisher would welcome notification of any errors and any suggestions for improvement. Readers are invited to write to us at
hello@rtoworks.com.au
.

Business Works is a series of training and assessment resources developed for qualifications within the Business Services Training Package.

Contents

Overview

4

Topic 1: Developing goals for yourself and your team

5

Topic 2: Facilitating the achievement of work priorities

14

Topic 3: Develop and maintain professional competence

21

Overview

The Student Guide should be used in conjunction with the recommended reading and any further course notes or activities given by the trainer/assessor.

Application of the unit

This unit describes the skills and knowledge required to implement systems and process that support the personal and professional development of self and others.

The unit applies to individuals working in a range of managerial positions who are accountable for the development and performance of others.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Learning goals

Learning goals include:

You are able to develop goals for yourself and your team.

You are able to manage and prioritise the different aspects of work.

You are able to develop yourself and your team to maintain competence.

Topic 1: Developing goals for yourself and your team

Most organisations set strategic goals on an annual basis. These goals are set with the organisation’s mission and vision in mind, and provide clear direction for employees and teams in performing their day-to-day tasks.

Managers set goals for their teams to create a common focus and enable team members to work as a cohesive and collaborative unit. Team goals are usually broken down into challenging, meaningful goals or tasks for each team member to ensure work is carried out and that the organisation reaches its objectives.

The organisational framework

It is necessary for a manager or supervisor to have a good understanding of their organisation and its plans before setting goals for themselves and their team members. An organisational framework involves understanding everyone’s role within the organisation and how they should work together in light of business plans, strategic plans and operational plans.

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Dylan Gillis

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Business Plan

A business plan is a documented set of business goals, objectives, target market information and financial forecasts. The business plan is usually relevant to a specific period of time such as one or two years.

Preparation of a business plan is particularly important when establishing a business, although it should also be regularly reviewed and updated as required.

Strategic Plan

A strategic plan for a business is a framework for growth and steps to achieving long term success.

It includes the company’s mission and vision statement, as well as its goals and objectives and how to utilise current resources to achieve these goals.

Operational Plan

An operational plan is a detailed plan used to provide a clear picture of how a team, section or department will contribute to the achievement of the organisation’s strategic goals.

It is written by taking specific strategies from the company’s strategic plan, and adapting them to short term goals.

Plans an organisation has can influence personal or team work goals. As an example, an organisational objective may be to increase profits. Therefore, personal and team work goals will need to be structured to achieve this depending on the role.

A business plan is usually developed to set up a business, whereas a strategic plan is used for implementing and managing the strategic direction of the organisation. An operational plan is usually informed and defined by a strategic plan.

An organisational framework provides a structure for arranging individuals and groups in order to achieve the organisation’s objectives. It provides a basis for defining job roles, responsibilities, reporting lines, and compensation for each employee. There are different organisational frameworks and the way they are designed is based on the purpose for and values of the organisation.

Employees, or teams of employees are usually arranged into different business units or departments. These units should have similar goals and responsibilities that can be managed by one or several senior employees or managers. In the case of a small organisation, there may be a small number of departments, for example manufacturing, human resources and finance, with just one or a few managers overseeing staff and having the responsibility for ensuring that organisational goals are reached. In large organisations there are usually many levels of management, including top executives, managers and supervisors for different business units.

When the organisational structure is established, job descriptions can be clearly defined. Job descriptions should reflect the skills and knowledge required to do the job and what the expectations are of each employee, to help meet the organisation’s goals.

Managers are responsible for documenting the responsibilities of their team members and outlining the tasks that they will be held accountable for. Responsibilities refer to the day-to-day duties of a team member as per their job description.

As an employee of an organisation, you have to ensure that you understand your role and responsibilities and follow all your organisation’s policies and procedures relevant to your job.

You may need to comply with various legislation that may be relevant to:

· Work Health and Safety

· Privacy and confidentiality

· Discrimination, etc.

Furthermore, there will be policies and procedures that will require compliance such as:

· Written communication

· Professionalism

· Teamwork

· Record management

· Practice standards.

Other responsibilities within the organisation include:

· observing the management structure

· supporting others throughout the organisation

· meeting documentation requirements

· maintaining records correctly.

Meeting these responsibilities will enable you to contribute to the productivity and good image of the organisation.

Managers or team leaders are responsible for delegating tasks to their team and for providing direction and support in carrying out tasks. An effective manager will schedule and hold meetings with their team, facilitate discussions and collaboration, maintain a team calendar and supervise and support the members of the team.

Employees can contribute to achieving overall team goals when they have a clear idea of their own role and responsibilities. Some other benefits of having clearly documented responsibilities for each team member include:

· Increased overall team productivity and success

· Increased morale and momentum

· Avoiding duplication of work

· Better team cohesion and collaboration

Activity: Read

Setting goals for employees is important. Read more at the link below.

Article: https://www.businessnewsdaily.com/15865-employee-goal-setting.html

What are some examples of employee goals?

Why should you develop employee goals?

How do you set SMART goals? How do you set HEART goals?

How do you track and measure goals?

Take any notes to summarise what you have read and keep for future reference.

Supporting others to develop work goals

A manager or supervisor can support the development of overall work goals by setting clear goals for their team. Some general team goals might be to:

· boost work performance

· finish projects on time

· increase your organisation’s status in the industry

· strengthen relationships with stakeholders.

Some specific team goals aligned with organisational goals might be to:

· bring in $1,000,000 in new sales revenue this year

· generate 10 new business leads every month

· test and implement a new software within the next six months

· take part in a personal development activity by the end of the year.

Goals should be clearly communicated and regularly referred to, at team meetings. As a manager you should be able to explain why goals are important and what will happen if they are not achieved.

Your team members should have the necessary skills to work towards their individual goals. If not, they should be given access to training, mentoring or coaching so that they can contribute positively to the organisation. From time to time, it may be necessary to relieve some team members of some of their duties so they can work on priority tasks.

Managers can also support team member development by welcoming the ideas of the members of the team and sharing their own ideas and knowledge.

As a manager, it is important to set a positive example through establishing personal work goals.

Positive modelling is a method of coaching, mentoring and discipline targeted at reinforcing positive workplace behaviour and performance. Businesses use positive modelling as part of employee and management training and development programs to enhance their organisation’s capabilities.

You can also be a good role model by managing your time well, prioritising tasks and showing respect and concern for others’ needs. This is especially true when dealing with team members who may have diver

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