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Evidence Guide: MSS403005 - Facilitate use of a Balanced Scorecard for performance improvement

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

MSS403005 - Facilitate use of a Balanced Scorecard for performance improvement

What evidence can you provide to prove your understanding of each of the following citeria?

Interpret Balanced Scorecard results

  1. Identify patterns of performance shown on strategy map.
  2. Identify actions indicated by Balanced Scorecard results.
  3. Discuss results with fellow employees and other relevant stakeholders.
  4. Facilitate the selection of required actions with employees and other stakeholders.
  5. Facilitate the development of implementation plans for team or individuals.
  6. Facilitate the implementation of required actions from developed plans.
  7. Follow up on implementation to ensure it occurs as planned.
Identify patterns of performance shown on strategy map.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify actions indicated by Balanced Scorecard results.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Discuss results with fellow employees and other relevant stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Facilitate the selection of required actions with employees and other stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Facilitate the development of implementation plans for team or individuals.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Facilitate the implementation of required actions from developed plans.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Follow up on implementation to ensure it occurs as planned.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review key performance indicators (KPIs) in the Balanced Scorecard for the organisation and work area

  1. Relate area and other KPIs to strategy map/strategic objective.
  2. Review the actions required by self and others to meet each KPI.
  3. Compare current actions to the optimal actions to achieve strategy.
  4. Discuss with employees and other stakeholders any modifications to KPIs which will better meet strategy.
  5. Recommend amendments to KPIs to relevant personnel.
Relate area and other KPIs to strategy map/strategic objective.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review the actions required by self and others to meet each KPI.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Compare current actions to the optimal actions to achieve strategy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Discuss with employees and other stakeholders any modifications to KPIs which will better meet strategy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recommend amendments to KPIs to relevant personnel.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review reporting systems for Balanced Scorecard information

  1. Review reporting systems to ensure information needed by self, other employees in area and organisation is available.
  2. Review the mix of operational and strategic information to ensure it is appropriate for work area.
  3. Review information provided for relevance and currency, and that it is meaningful and not excessive.
  4. Recommend improvements to reports and reporting system, as appropriate.
Review reporting systems to ensure information needed by self, other employees in area and organisation is available.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review the mix of operational and strategic information to ensure it is appropriate for work area.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review information provided for relevance and currency, and that it is meaningful and not excessive.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recommend improvements to reports and reporting system, as appropriate.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Lead improvement to work area total performance

  1. Compare actual performance of teams, work areas or individuals with desired total performance using KPIs and other Balanced Scorecard information.
  2. Discuss with team ways of improving total performance.
  3. Lead processes for improvement in total performance.
Compare actual performance of teams, work areas or individuals with desired total performance using KPIs and other Balanced Scorecard information.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Discuss with team ways of improving total performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Lead processes for improvement in total performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Interpret Balanced Scorecard results

1.1

Identify patterns of performance shown on strategy map.

1.2

Identify actions indicated by Balanced Scorecard results.

1.3

Discuss results with fellow employees and other relevant stakeholders.

1.4

Facilitate the selection of required actions with employees and other stakeholders.

1.5

Facilitate the development of implementation plans for team or individuals.

1.6

Facilitate the implementation of required actions from developed plans.

1.7

Follow up on implementation to ensure it occurs as planned.

2

Review key performance indicators (KPIs) in the Balanced Scorecard for the organisation and work area

2.1

Relate area and other KPIs to strategy map/strategic objective.

2.2

Review the actions required by self and others to meet each KPI.

2.3

Compare current actions to the optimal actions to achieve strategy.

2.4

Discuss with employees and other stakeholders any modifications to KPIs which will better meet strategy.

2.5

Recommend amendments to KPIs to relevant personnel.

3

Review reporting systems for Balanced Scorecard information

3.1

Review reporting systems to ensure information needed by self, other employees in area and organisation is available.

3.2

Review the mix of operational and strategic information to ensure it is appropriate for work area.

3.3

Review information provided for relevance and currency, and that it is meaningful and not excessive.

3.4

Recommend improvements to reports and reporting system, as appropriate.

4

Lead improvement to work area total performance

4.1

Compare actual performance of teams, work areas or individuals with desired total performance using KPIs and other Balanced Scorecard information.

4.2

Discuss with team ways of improving total performance.

4.3

Lead processes for improvement in total performance.

Required Skills and Knowledge

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Interpret Balanced Scorecard results

1.1

Identify patterns of performance shown on strategy map.

1.2

Identify actions indicated by Balanced Scorecard results.

1.3

Discuss results with fellow employees and other relevant stakeholders.

1.4

Facilitate the selection of required actions with employees and other stakeholders.

1.5

Facilitate the development of implementation plans for team or individuals.

1.6

Facilitate the implementation of required actions from developed plans.

1.7

Follow up on implementation to ensure it occurs as planned.

2

Review key performance indicators (KPIs) in the Balanced Scorecard for the organisation and work area

2.1

Relate area and other KPIs to strategy map/strategic objective.

2.2

Review the actions required by self and others to meet each KPI.

2.3

Compare current actions to the optimal actions to achieve strategy.

2.4

Discuss with employees and other stakeholders any modifications to KPIs which will better meet strategy.

2.5

Recommend amendments to KPIs to relevant personnel.

3

Review reporting systems for Balanced Scorecard information

3.1

Review reporting systems to ensure information needed by self, other employees in area and organisation is available.

3.2

Review the mix of operational and strategic information to ensure it is appropriate for work area.

3.3

Review information provided for relevance and currency, and that it is meaningful and not excessive.

3.4

Recommend improvements to reports and reporting system, as appropriate.

4

Lead improvement to work area total performance

4.1

Compare actual performance of teams, work areas or individuals with desired total performance using KPIs and other Balanced Scorecard information.

4.2

Discuss with team ways of improving total performance.

4.3

Lead processes for improvement in total performance.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability to review Balanced Scorecard use on two (2) or more occasions and to:

interpret Balanced Scorecard results

review key performance indicators (KPIs)

review reporting

use this to help improve total performance.

Must provide evidence that demonstrates knowledge relevant to their job role sufficient to fulfil their job role independently, including:

components of the Balanced Scorecard, including perspectives, feedback loops, targets and metrics, and reporting systems

analysis of Balanced Scorecard information

uses and limitations of KPIs and the alignment of KPIs with the organisations strategy map

how to identify areas for improvement from Balanced Scorecard information.

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

statistical process control systems ,including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

Team includes one or more of:

all individuals in the target work area who are involved in the implementation and use of the Balanced Scorecard

formally designated team working to a team leader

informal or ad hoc team/group of people.

Balanced Scorecard includes all of:

an organisation’s vision and strategy

establishing and measuring enterprise activity in a number of different financial and non-financial perspectives

use of KPIs related to an overall strategy map

use of metrics for KPI components, such as customer, environmental, internal business process and learning and growth.

KPIs include all of:

financial performance measures

non-financial performance measures against targets

other performance indicators relevant for informing the teams activities (e.g. performance indicators for other areas or sections, suppliers or customers).

Actions include one or more of:

corrective action for poor results

confirming action for acceptable results

taking steps to ensure actions for good results are consistently maintained

changes to performance indicators or performance measurement.