Diploma in Finance and Mortgage Broking Assignment
I have attached the assignment here.
Written Assignment
Business Management Skills
(DIPMB3_AS_v3)
Student identification (student to complete)
Please complete the fields shaded grey.
Student number 10689809
Written Assignment result (assessor to complete)
Result — first submission Not yet demonstrated
Parts that must be resubmitted
Result — resubmission (if applicable) Not applicable
Result summary (assessor to complete)
First submission Resubmission (if required)
Task 1 Not yet demonstrated
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Task 2 Not yet demonstrated
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Task 3 Not yet demonstrated
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Task 4 Not yet demonstrated
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Task 5 Not yet demonstrated
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Task 6 Not yet demonstrated
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Task 7 Not yet demonstrated
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Task 8 Not yet demonstrated
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Feedback (assessor to complete)
[insert assessor feedback]
Before you begin
Read everything in this document before you start your written assignment for Business Management Skills (DIPMB3_AS_v3).
About this document
This document includes the following parts:
• Instructions for completing and submitting this assignment
• CCF & MB case study and tasks covering Business Management Skills:
• Task 1 — Developing and nurturing relationships with clients, other professionals and third-party referrers
• Task 2 — Growing the business
• Task 3 — Identifying risk and applying risk management processes
• Task 4— Improving the business
• Task 5 —Managing people performance
• Task 6 — Showing leadership in the workplace
• Task 7 – Standards and values
• Task 8 – Develop a Performance plan
How to use the study plan
We recommend that you use the study plan for this subject to help you manage your time to complete the assignment within your enrolment period. Your study plan is in the KapLearn Business Management Skills (DIPMB3v3) subject room.
Instructions for completing and submitting this written assignment
Saving your work
Download this document to your desktop, type your answers in the spaces provided and save your work regularly.
• Use the template provided, as other formats will not be accepted for these assignments.
• Name your file as follows: Studentnumber_SubjectCode_Assignment_versionnumber_Submissionnumber
(e.g. 12345678_DIPMB3_AS_v3_Submission1).
• Include your student ID on the first page of the assignment.
Before you submit your work, please do a spell check and proofread your work to ensure that everything is clear and unambiguous.
Word count
The word count shown with each question is indicative only. You will not be penalised for exceeding the suggested word count. Please do not include additional information which is outside the scope of the question.
Additional research
When completing this assignment, assumptions are permitted although they must not be in conflict with the information provided in the Case Study.
You may also be required to source additional information from other organisations in the finance industry to find the right products or services to meet your client’s requirements, or to calculate any service fees that may be applicable.
Submitting the written assignment
Only Microsoft Office compatible written assignments submitted in the template file will be accepted for marking by Kaplan Professional Education. You need to save and submit this entire document.
Do not remove any sections of the document.
Do not save your completed assignment as a PDF.
The written assignment must be completed before submitting it to Kaplan Professional Education. Incomplete written assignments will be returned to you unmarked.
The maximum file size is 20MB for the Written and Oral Assignment. Once you submit your written assignment for marking you will be unable to make any further changes to it.
You are able to submit your written assignment earlier than the deadline if you are confident you have completed all parts and have prepared a quality submission.
Please refer to the Assignment submission/resubmission videos in the ‘Assessment’ section of KapLearn under your ‘Assignment Enrolment’ for details on how to submit/resubmit your written assignment.
Your written assignment and oral assignment must be submitted together on or before your due date. Please check KapLearn for the due date.
The written assignment marking process
You have 12 weeks from the date of your enrolment in this subject to submit your completed assignment.
If you reach the end of your initial enrolment period and have been deemed ‘Not yet demonstrated’ in one or more assessment items, then an additional four (4) weeks will be granted, provided you attempted all assessment tasks during the initial enrolment period.
Your assessor will mark your written and oral assignment and return it to you in the Business Management Skills (DIPMB3v3) subject room in KapLearn under the ‘Assessment’ tab.
Make a reasonable attempt
You must demonstrate that you have made a reasonable attempt to answer all of the questions in your written assignment. Failure to do so will mean that your assignment will not be accepted for marking; therefore you will not receive the benefit of feedback on your submission.
If you do not meet these requirements, you will be notified. You will then have until your submission deadline to submit your completed written and oral assignment.
How your written assignment is graded
Assignment tasks are used to determine your ‘competence’ in demonstrating the required knowledge and/or skills for each subject. As a result, you will be graded as either Demonstrated or Not yet demonstrated.
Your assessor will follow the below process when marking your written assignment:
• Assess your responses to each question, and sub-parts if applicable, and then determine whether you have demonstrated competence in each question.
• Determine if, on a holistic basis, your responses to the questions have demonstrated overall competence.
You must be deemed to be demonstrated in all assessment items in order to be awarded the units of competency in this subject, including:
• all of the exam questions
• the written and oral assignment.
‘Not yet demonstrated’ and resubmissions
Should sections of your assignment be marked as ‘Not yet demonstrated’ you will be given an additional opportunity to amend your responses so that you can demonstrate your competency to the required level.
You must address the assessor’s feedback in your amended responses. You only need amend those sections where the assessor has determined you are ‘Not yet demonstrated’.
Make changes to your original submission. Use a different text colour for your resubmission. Your assessor will be in a better position to gauge the quality and nature of your changes. Ensure you leave your first assessor’s comments in your assignment, so your second assessor can see the instructions that were originally provided for you. Do not change any comments made by a Kaplan assessor.
Units of competency
This written assignment is your opportunity to demonstrate your competency against these units:
Unit code Unit name
BSBRSK401 Identify risk and apply risk management processes
FNSPRM603 Grow the practice
BSBMGT502 Manage people performance
BSBMGT401 Show leadership in the workplace
FNSRSK502 Assess risks
Note that the written and oral assignment is one of two assessments required to meet the requirements of the units of competency.
We are here to help
If you have any questions about this written assignment you can post your query at the ‘Ask your Tutor’ forum in your subject room. You can expect an answer within 24 hours of your posting from one of our technical advisers or student support staff.
Capital City Finance and Mortgage Brokers (CCF & MB)
George and Mildred are very happy with the way you service your clients and are sure that you are a good fit for the team. They now want you to turn your focus to your primary task, which is to assist in expanding the business by building relationships with selected real estate agents, accountants and legal firms through strategic alliances. They also want you to consider how CCF & MB can consolidate its relationships with its existing strategic partners.
Let’s recap on what you already know about Capital City Finance and Mortgage Brokers (CCF & MB).
It’s a family owned business providing a range of mortgage and finance broking services to the business and private sectors, with experience in all facets of finance and insurance, providing expert advice covering a multitude of products and options existing within the market.
CCF & MB specialises in home loans, commercial lending, business lending, personal and motor vehicle finance and insurance (life and general) and focuses on helping clients find the finance service suited to their individual circumstances.
It provides its services through its association with the following partners:
• Australian Aggregators: a rising company within the aggregation business, with an extensive panel of residential and commercial lenders, and asset finance.
• ABC General Insurance: a boutique insurance company specialising in a full range of general insurances.
• XYZ Life: a small family-owned insurance brokerage specialising in the full range of life insurance products.
Based in the city, CCF & MB has the capacity to service clients from their office or anywhere at their clients’ convenience through its team of mobile brokers.
CCF & MB does not hold a credit license but operates as a credit representative of Australian Aggregators.
Since its inception 13 years ago, CCF & MB has built a loan book of almost $1.2 billion and averages over $120 million in new loans annually.
CCF & MB’s vision is to be the mortgage and finance broker of choice in the greater metropolitan area.
CCF & MB’s mission statement is: ‘to operate professionally in accordance with legislation, our licence and professional standards’.
CCF & MB’s values are as follows:
• to act with honesty and integrity at all times
• to provide unbiased advice and conduct business, free from any conflict of interest
• to maintain confidentiality in all dealings
• to meet all NCCP regulatory requirements
• to comply with all mortgage industry laws and regulations
• to ensure quality and efficiency in its loan processes.
CCF & MB’s people
CCF & MB is owned by husband and wife, George and Mildred Spencer.
With over 35 years’ experience in finance and business ownership, George established and built a successful business dedicated to assisting clients with managing their finances effectively. Starting the business with his wife Mildred 13 years ago, George gained immense satisfaction in seeing it expand, to service more and more clients across the city and greater metropolitan area. Although in recent years he has stepped back from dealing directly with clients, he still maintains a small select clientele. He also takes great pride in training and mentoring his team to enhance their performance.
Mildred has over 22 years of lending experience and is qualified, not only to assist her clients with their mortgage requirements, but also to assist them with their commercial finance requirements. She also holds financial planning qualifications. She specialises in asset finance.
The company has a small team of five additional consultants and two administration staff members. Profiles for the team are as follows:
• Jennifer Dee is recognised as one of the top female brokers in Australia. She has been in the broking industry for over 10 years and has a passion and dedication to assist and accommodate all of her clients’ needs with their financial dreams. Jennifer is an Accredited Mortgage Consultant with the Mortgage and Finance Association of Australia (MFAA).
• Louise Spencer (George and Mildred’s eldest daughter) is an Accredited Mortgage Consultant with the Mortgage and Finance Association of Australia (MFAA) and has been working as a loan consultant for almost two years. Louise started off in the lending industry in the office as an administrator to gain as much experience and knowledge as possible before taking a broking role. Her passion for helping her clients ensures that she is always available to her clients at a time and place convenient for them.
• Michael Spencer is George’s younger brother and is CCF & MB’s equipment finance specialist. He has over 25 years working in the equipment finance industry. He has developed an in-depth understanding of the transport and agricultural industries, and also provides finance for general equipment, motor vehicles and computer equipment.
• Martin Long has specialised in equipment finance for the last three years, but prior to this he spent five years operating his own retail food business. This practical experience allows him to see things from his client’s point of view, including experience with equipment finance. He specialises in plant and equipment in the machinery, woodworking and packaging industries. Examples of some of the equipment he has financed are farm machinery, extrusion lines, plastic injection moulders, commercial catering equipment, woodworking plant, packaging lines, forklifts, office fit-outs and many different motor vehicles.
• Luis Ramirez migrated to Australia as a young boy; 25 years ago with his family. After completing high school he graduated from university with an accounting degree and worked in ANZ in commercial lending. He joined CCF & MB four years ago and specialises in vehicle and capital equipment financing. He provides ITC and general equipment lease funding options for clients. By providing better outcomes, both during and at the end of their equipment leases, Luis’ many clients have been able to reduce costs and maximise the value of their available budgets.
CCF & MB is a member of the MFAA, as a broking business dealing directly with the public. Both George and Mildred are fellows of the MFAA. CCF & MB is also a corporate member of the FBAA.
All staff members, including consultants, are paid an annual salary plus superannuation. Consultants also receive a car allowance plus a percentage of trail commissions, which are paid quarterly based on their performance targets.
CCF & MB’s panelled lenders
With access to an extensive panel of lenders, CCF & MB can meet most clients’ expectations. Residential lenders are listed in the following table.
Adelaide Bank Homeloans Limited Pepper Home Loans
AMP Homeside Phoenix-Circle Credit Union
ANZ ING Direct PLAN Lending
Australian Financial Keystart PN Bank
Australian First Mortgage La Trobe Resi
Bank of Melbourne Liberty Financial St George Bank
BankSA Macquarie Suncorp
Bankwest ME Bank The Rock Building Society
Bluestone Mortgage Mart Westpac
Citibank NAB Wide Bay Australia Ltd
Commonwealth Bank Newcastle Permanent
Heritage Bank People’s
Choice Credit Union
Commercial lenders and asset finance providers are listed in the following table.
Adelaide Bank Commercial Bibby Financial Services Pty Ltd Liberty Financial Commercial
ANZ Commercial Commonwealth Bank Commercial NAB Commercial
Australian First Mortgage Commercial IMB Commercial St George Commercial
Bank SA Commercial ING Direct Commercial Suncorp Commercial
Bankwest Business Banking LaTrobe Commercial Westpac Commercial
Adelaide Bank Commercial Macquarie Leasing Westpac Equipment Finance
ANZ Asset Finance Commonwealth Bank Asset Finance Liberty Asset Finance
Future developments
George and Mildred are very keen to expand and grow their business and are in the process of speaking with a number of real estate agents, accountants and legal firms with a view to forming strategic alliances.
Due to the expected increase in business, George and Mildred are seeking to employ another consultant to take on the extra work. This person will be required to:
• build strategic relationships with a number of real estate agents, accountants and legal firms already identified
• identify and foster relationships with other real estate agents, accountants and legal firms
• provide finance and mortgage broking services to new clients identified through these strategic alliances.
Business management skills
Task 1 — Developing and nurturing relationships with clients, other professionals and third-party referrers
George and Mildred now require you to write a plan to assist in developing and nurturing relationships with clients, other professionals and third-party referrers.
The layout and content of your plan should address the following:
1. How CCF & MB’s policies and procedures and legislative, regulatory and professional codes of practice impact on developing and nurturing relationships.
2. How you would use CCF & MB’s social, business and ethical standards to develop and maintain positive relationships.
3. The importance of confidentiality and how you would maintain it in your dealings with colleagues, clients and other parties.
4. How you would adjust your interpersonal style to the needs and situation of other parties.
5. How you would go about developing and maintaining business and professional networks and other relationships to benefit the organisation; and how you would use them to identify and cultivate relationships in order to promote and market the organisation.
6. How you could use and cooperate with other professionals and third parties to expand and enhance the reputation of the organisation, and to identify new and improved business practices.
7. How you would build referral business through appropriate communication channels, to find and secure new business relationships.
8. How you would identify referral needs and provide information about CCF & MB’s relevant products and services.
9. How you would secure interviews with referral business so that the needs of clients can be met.
(1,000 words)
You may use any format for your plan but you are not permitted to simply answer the points above. If you are unsure as to how to write a plan, you can refer to the Business Growth and Marketing topic and use the suggested SMEAC format outlined in Part 6, Section 13. You may also refer to the internet for other example business or marketing plans.
Guidance on how to develop a plan is available at the business.gov.au website:
https://www.business.gov.au/planning/templates-and-tools/marketing-plan-template-and-guide
When completing this task, assumptions are permitted, although they must not be in conflict with the information provided in the background information.
Student response to Task 1
Capital City Finance and Mortgage Brokers (CCF & MB) are a reputed finance broking business located in the heart of Canberra. We pride ourselves in being one of the premier finance broking businesses in the greater metropolitan area of Canberra and having had years of experience under our belt, the time has now emerged to form strategic alliances with our referrers – real estate agents, accountants and legal firms. This plan does not only limit taking into account existing referral parties but also new referrers that the business may collaborate with.
At CCF & MB we strive to be excellent in what we do and we operate true to our motto ‘we’re here to help’. Our vision is
Assessor feedback for Task 1: Resubmission required?
No
Task 2 — Growing the business
Having considered how you would go about building and nurturing relationships, George and Mildred now require you to turn your attention to marketing and promoting CCF & MB’s business. This requires you to develop, implement, monitor and adjust a Marketing Plan for the business. When doing this, you will need to:
• Ensure your plan is developed in line with CCF & MB’s vision statement.
• Conduct some research (or make assumptions) and identify key market data for the plan. This can include, for example, customer demographics, product types (i.e. census data if available), marketing media data (i.e. social media).
• Identify of target markets, using a combination of research and your own personal experience.
• Identify your major competitors (at least two) with a competitor analysis developed for each competitor.
• Conduct a review of CCF & MB’s current market position based on your research findings in conjunction with competitor analysis; and identify where improvements can be made.
• Document changes you could introduce to improve the brand of CCF & MB, and what promotional activities you could introduce to build the customer base.
• The provision of options for increasing yield per existing client.
1. To develop and implement the marketing plan, complete the table below:
Student response to Task 2 Question 1
Implementing the Marketing plan
Task Steps Required Resources Required Who will complete this Date to Start Date to Complete
Answer here
Answer here
Answer here
Answer here
Answer here
Answer here
2. To monitor the marketing plan, complete the table below:
Student response to Task 2 Question 2
Monitoring the Marketing Plan
Marketing plan targets Monitoring process Period one Period two Period three Period four Average
Answer here Answer here Answer here Answer here Answer here Answer here Answer here
3. To make adjustments to the marketing plan, complete the table below:
Student response to Task 2 Question 3
Adjusting the marketing plan
Identified task requiring adjustment Changes required
Answer here Answer here
(1,000 words)
When completing this task, assumptions are permitted although they must not be in conflict with the information provided in the background information.
NOTE to students: You can add lines to the tables if necessary
Assessor feedback for Task 2: Resubmission required?
No
Task 3 — Identifying risk and applying risk management processes
George and Mildred have become very concerned about the potential risks that could jeopardise
CCF & MB’s business operations. They were very impressed with your growth and marketing plans for
CCF & MB so they have now moved you into more of a general manager’s role with expanded responsibilities, including managing CCF & MB’s risk.
1. As part of your new responsibilities you are required to develop a risk management plan which:
• Establishes the context for CCF & MB’s risk management plan.
• Lists and explains the tools you will use in assessing the risks you identify.
• Identifies the stakeholders you would consult in establishing context and the tools you would use in identifying CCF & MB’s risks.
• Identifies at least two risks that CCF & MB could face for each of the six categories of business risk including strategic risks, compliance risks, financial risk, operational risks, market and environmental risks and reputational risks with an appropriate risk statement for each identified risk.
Note: You may make any assumptions in producing your plan, but these should be documented either in the body of your plan or separately before you produce it. You are not permitted to simply answer the points detailed above.
Student response to Task 3: Question 1
Answer here
2. Refer to the email from co-worker identifying potential risk in the toolbox. Using the box below, write an email to management outlining the identified risk, your analysis, how you would evaluate the risk and suggest how the risk could be best treated.
Student response to Task 3: Question 2
Answer here
3. Refer to the Risk treatment mapping guide in the toolbox. Using the following steps, complete the Risk evaluation and treatment table below:
Step 1. Through analysis, identify the risks CC & MB’s business may face; and complete that column. This is to include both legislative and financial risks.
Step 2. By using the Risk treatment mapping guide in the toolbox, appraise the likelihood and consequence for each risk identified and include these in the table.
Step 3. Define how each risk can be treated, and whether a potentially serious risk should be escalated to management.
Step 4. Develop recommendations to mitigate identified risks.
Step 5. Provide recommendations on how to monitor and review the risks identified.
Student response to Task 3: Question 3
Answer here
Complete for Task 6: Risk evaluation and treatment map
Risk identified
(through analysis) Likelihood
(risk evaluation criteria) Consequence Treatment
(comment if risk should be escalated to management for supervision) Mitigate identified risks
(provide recommendations to mitigate risk) Monitor
(include how to be monitored and how often to be reviewed)
(Task 3: Questions 1-3, 1,000 words)
Assessor feedback for Task 3: Resubmission required?
No
Task 4— Improving the business
Over the last few months business for CCF & MB has been very good with a number of new clients coming on board as a result of implementing your business growth and marketing plans. However, neither you or the business owners are satisfied with maintaining the status quo; as you and they are committed to a program of continuous improvement.
You all feel that CCF & MB’s competitive advantage needs to be strengthened and a SWOT should be undertaken to establish CCF & MB’s strengths and weaknesses including benchmarking the business against the industry. You now decide that you will carry out a diagnosis of the business including a SWOT analysis and a benchmarking exercise to improve CCF &MB’s competitive advantage and its business. You are to produce a document covering your diagnosis, which will be distributed amongst CCF & MB’s key personnel.
As a minimum, your document should cover the following:
1. The data you have used as part of your diagnosis to identify CCF & MB’s competitive advantage.
2. A SWOT analysis to identify CCF & MB’s strengths and weaknesses, its threats and opportunities.
3. How you identified and sourced relevant benchmarking data.
4. How you selected the key indicators (and who you consulted with) for your benchmarking exercise.
5. A consolidated list of the areas for improvement you have identified with a cost-benefit ratio established for each of them.
6. Recommendations on the changes that may be required that will affect existing workflows or
CCF & MB’s organisational structure
7. A high-level action plan that will implement and monitor the recommended changes to be made.
In addition to the material on your Part 2 learning guides, the following link gives you access to a
step-by-step guide to benchmarking and determining competitive advantage:
http://www.business.vic.gov.au/marketing-sales-and-online/increasing-sales-through-marketing/benchmark-your-business
(1,000 words)
Student response to Task 4
Answer here
Assessor feedback for Task 4: Resubmission required?
No
Task 5 —Managing people performance
One of your key responsibilities as general manager is to develop and implement ways to improve the performance of CCF & MB’s consultants and other staff members.
Answer the following questions:
1. Why is it important to consult with stakeholders when allocating work? What are the possible consequences of allocating work without consultation?
Student response to Task 5: Question 1
Answer here
2. Describe the process you might follow when developing quantitative and qualitative performance criteria. You should explain how you ensure that the criteria relates to CCF & MB’s objectives and how to motivate staff members to achieve these objectives.
Student response to Task 5: Question 2
Answer here
3. Describe the different ways you might gather information about a staff member’s workplace performance.
Student response to Task 5: Question 3
Answer here
4. What are the benefits of evaluating and monitoring staff members on a continuous basis?
Student response to Task 5: Question 4
Answer here
5. Describe how you might do this for CCF & MB.
Student response to Task 5: Question 5
Answer here
6. Why is it important to document the performance management process? Explain the possible consequences of not retaining appropriate records of this process.
Student response to Task 5: Question 6
Answer here
7. In what ways can you reinforce excellence in work performance through recognition and continuous feedback? In what ways might you be able reward staff in non-financial ways?
Student response to Task 5: Question 7
Answer here
8. Design a high-level performance management process for CCF & MB to be rolled out to all staff members.
Student response to Task 5: Question 8
Answer here
9. Who should you consult when designing the performance management process? List who you would consult and the reasons why.
Student response to Task 5: Question 9
Student response to Task 5: Question 10
Answer here
Answer here
10. Using the box below, create a minimum of 5 evaluation criteria, that could be used in a Performance appraisal Checklist:
11. Using the “Work Plan” template provided below, develop a work plan for CCF & MB. This can be done by using actions of your choice (i.e. nurturing leads to create clients). The work plan will also include who you will allocate various tasks to achieve the plan’s objective. The plan must be within CCF & MB’s organisational requirements and comply with legal requirements.
Student response to Task 5: Question 11
Answer here
Complete for Task 11: Work plan template
Action Allocated to: Responsibility Timeframe allocated
(Task 5 Questions 1-11, 800 words)
Martin and Luis are working together on project involving the preparation for a loan application for one of CCF & MB’s most influential clients, a property developer. Martin missed a deadline and the whole project is now behind schedule by a week. This is the third time in a month that he has missed a deadline. Martin has had problems with meeting deadlines in the past and has already had a written warning.
As the general manager you have been monitoring Martin’s performance over the past month, providing informal feedback about his role in the project. Although he has made several improvements regarding his performance, his inability to meet deadlines has forced the delay of the client’s development a further month. CCF & MB made a commitment to the client that the loan application would be with the prospective lender two weeks ago.
The client is not happy that he does not yet have an approval and is considering cancelling the agreement he has with CCF & MB and going elsewhere.
12. You have arranged to meet with Martin to talk about the project and his input. How would you go about providing constructive feedback to Martin?
Student response to Task 5: Question 12
Answer here
13. Following your meeting with Martin you have decided to monitor his performance for the purposes of evaluating where improvements can be made and provide feedback. Outline the process you have adopted to conduct this monitoring exercise. Reference material is available in Topic 1.3, Business Management Skills, People management.
Student response to Task 5: Question 13
Answer here
14. Following your meeting with Martin, use the evaluation criteria, you developed in question 10 above to record and document comments regarding Martin’s performance in the Performance Appraisal checklist below.
Student response to Task 5: Question 14
Complete for Task 10: Performance Appraisal Checklist
Evaluation Criteria Rating 1-5 (5 best) Team Leader/General Manager Comments
Answer here Answer here Answer here
Answer here Answer here Answer here
Answer here Answer here Answer here
Answer here Answer here Answer here
Answer here Answer here Answer here
(Task 5 Questions 12-14, 600 words)
Assessor feedback for Task 5: Resubmission required?
No
Task 6 — Showing leadership in the workplace
Leadership is defined as the ability to influence others. This assessment task requires you to reflect on your own ability to positively influence others in the workplace and the negative aspects of poor leadership.
Note: If you are not currently working in the finance and mortgage broking industry, you may reflect on your experiences in another industry.
1. Reflect on a situation where you have had a positive impact in the workplace. Please include the skills, decisions and/or behaviours you demonstrated that contributed to this positive change and what the impact was for the team/clients/organisation. (400 words)
Student response to Task 6: Question 1
Answer here
2. Reflect on a situation which was or could have been damaging to an organisation. Please include the behaviours, standards or values that were demonstrated and explain why they were detrimental. (400 words)
Student response to Task 6: Question 2
Answer here
3. In your role as the general manager of CCF & MB create your own personal performance plan.
You may use your own personal performance plan or alternatively you can use the example below. In developing your personal performance plan, you should ensure that your personal KPIs reflect
CCF & MB’s goals and objectives and how you can help in building CCF & MB’s integrity and credibility.
You may refer to the Organisational standards and values document located in the toolbox and use the Client service standards statement for specific development objectives.
Student response to Task 6: Question 3
What are my development objectives? Priority What activities do I need to undertake to achieve my objectives? What support/resources do I need to achieve my objectives Target date for achieving my objectives Actual date of achieving my objectives
Review date:
4. Feedback from colleagues, staff and management may be gathered informally and formally including performance review feedback. Why is it important to analyse and interpret this type of feedback?
(400 words)
Student response to Task 6: Question 4
Answer here
Assessor feedback for Task 6: Resubmission required?
No
Task 7 – Standards and values
1. Refer to the Organisational standards and values document located in the toolbox and identify two of standards and two values that would be important to CCF & MB.
Student response to Task 7: Question 1
Answer here
2. Prepare a brief employee performance review of yourself in a current or previous workplace.
In the performance review:
• include the standards and values that you listed in question 1
• evaluate your own behaviour and performance against these standards and values
• explain how you could adjust your performance in the workplace to meet these standards and values.
Note: If you are not currently working in the financial services industry, you can choose another industry.
You are only required to write 2-3 paragraphs maximum in your response.
Student response to Task 7: Question 2
Answer here
3. CCF & MB provide an internal blog (through their intranet) for staff to make suggestions to improve business performance. In your role as the general manager at CCF & MB and following work preparing a performance plan you observed that client service standards were not being maintained consistently. Failure to meet these standards may be damaging to the reputation of the organisation.
Use the internal blog (box below) as a communication tool and post a question to the sales team at CCF & MB asking why service standards and values are not being maintained consistently as required by the organisation.
Refer to the Organisational standards and values document located in the toolbox and use the Client service standards statement to prepare your question.
Student response to Task 7: Question 3
Answer here
Assessor feedback for Task 7: Resubmission required?
No
Task 8 - Develop a performance plan
For CCF & MB to continue to meet their primary goal of being a leader in offering broking services to the local community, they have asked you in your capacity as the newly appointed general manager to develop a performance plan and establish some ‘key performance indicators’ (KPIs) for all customer service staff.
The objective of the performance plan is to focus on the organisations key goals and objectives in line with ‘Service standards statement’ available in the toolbox.
Information on people performance can be sourced from Business Management Skills, Topic 1-3, People management.
Student response to Task 8
Answer here
Assessor feedback for Task 8: Resubmission required?
No
Assessor feedback:
[insert feedback]
Date assessed: Click here to enter a date
Does the student need to resubmit? No
Questions that need to be resubmitted
First submission Not yet demonstrated
Resubmission Not applicable
To pass this subject, you will need to be assessed as DEMONSTRATED for either your first submission or your resubmission.
I have attached the assignment here.
Written Assignment
Business Management Skills
(DIPMB3_AS_v3)
Student identification (student to complete)
Please complete the fields shaded grey.
Student number 10689809
Written Assignment result (assessor to complete)
Result — first submission Not yet demonstrated
Parts that must be resubmitted
Result — resubmission (if applicable) Not applicable
Result summary (assessor to complete)
First submission Resubmission (if required)
Task 1 Not yet demonstrated
Not applicable
Task 2 Not yet demonstrated
Not applicable
Task 3 Not yet demonstrated
Not applicable
Task 4 Not yet demonstrated
Not applicable
Task 5 Not yet demonstrated
Not applicable
Task 6 Not yet demonstrated
Not applicable
Task 7 Not yet demonstrated
Not applicable
Task 8 Not yet demonstrated
Not applicable
Feedback (assessor to complete)
[insert assessor feedback]
Before you begin
Read everything in this document before you start your written assignment for Business Management Skills (DIPMB3_AS_v3).
About this document
This document includes the following parts:
• Instructions for completing and submitting this assignment
• CCF & MB case study and tasks covering Business Management Skills:
• Task 1 — Developing and nurturing relationships with clients, other professionals and third-party referrers
• Task 2 — Growing the business
• Task 3 — Identifying risk and applying risk management processes
• Task 4— Improving the business
• Task 5 —Managing people performance
• Task 6 — Showing leadership in the workplace
• Task 7 – Standards and values
• Task 8 – Develop a Performance plan
How to use the study plan
We recommend that you use the study plan for this subject to help you manage your time to complete the assignment within your enrolment period. Your study plan is in the KapLearn Business Management Skills (DIPMB3v3) subject room.
Instructions for completing and submitting this written assignment
Saving your work
Download this document to your desktop, type your answers in the spaces provided and save your work regularly.
• Use the template provided, as other formats will not be accepted for these assignments.
• Name your file as follows: Studentnumber_SubjectCode_Assignment_versionnumber_Submissionnumber
(e.g. 12345678_DIPMB3_AS_v3_Submission1).
• Include your student ID on the first page of the assignment.
Before you submit your work, please do a spell check and proofread your work to ensure that everything is clear and unambiguous.
Word count
The word count shown with each question is indicative only. You will not be penalised for exceeding the suggested word count. Please do not include additional information which is outside the scope of the question.
Additional research
When completing this assignment, assumptions are permitted although they must not be in conflict with the information provided in the Case Study.
You may also be required to source additional information from other organisations in the finance industry to find the right products or services to meet your client’s requirements, or to calculate any service fees that may be applicable.
Submitting the written assignment
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The written assignment marking process
You have 12 weeks from the date of your enrolment in this subject to submit your completed assignment.
If you reach the end of your initial enrolment period and have been deemed ‘Not yet demonstrated’ in one or more assessment items, then an additional four (4) weeks will be granted, provided you attempted all assessment tasks during the initial enrolment period.
Your assessor will mark your written and oral assignment and return it to you in the Business Management Skills (DIPMB3v3) subject room in KapLearn under the ‘Assessment’ tab.
Make a reasonable attempt
You must demonstrate that you have made a reasonable attempt to answer all of the questions in your written assignment. Failure to do so will mean that your assignment will not be accepted for marking; therefore you will not receive the benefit of feedback on your submission.
If you do not meet these requirements, you will be notified. You will then have until your submission deadline to submit your completed written and oral assignment.
How your written assignment is graded
Assignment tasks are used to determine your ‘competence’ in demonstrating the required knowledge and/or skills for each subject. As a result, you will be graded as either Demonstrated or Not yet demonstrated.
Your assessor will follow the below process when marking your written assignment:
• Assess your responses to each question, and sub-parts if applicable, and then determine whether you have demonstrated competence in each question.
• Determine if, on a holistic basis, your responses to the questions have demonstrated overall competence.
You must be deemed to be demonstrated in all assessment items in order to be awarded the units of competency in this subject, including:
• all of the exam questions
• the written and oral assignment.
‘Not yet demonstrated’ and resubmissions
Should sections of your assignment be marked as ‘Not yet demonstrated’ you will be given an additional opportunity to amend your responses so that you can demonstrate your competency to the required level.
You must address the assessor’s feedback in your amended responses. You only need amend those sections where the assessor has determined you are ‘Not yet demonstrated’.
Make changes to your original submission. Use a different text colour for your resubmission. Your assessor will be in a better position to gauge the quality and nature of your changes. Ensure you leave your first assessor’s comments in your assignment, so your second assessor can see the instructions that were originally provided for you. Do not change any comments made by a Kaplan assessor.
Units of competency
This written assignment is your opportunity to demonstrate your competency against these units:
Unit code Unit name
BSBRSK401 Identify risk and apply risk management processes
FNSPRM603 Grow the practice
BSBMGT502 Manage people performance
BSBMGT401 Show leadership in the workplace
FNSRSK502 Assess risks
Note that the written and oral assignment is one of two assessments required to meet the requirements of the units of competency.
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If you have any questions about this written assignment you can post your query at the ‘Ask your Tutor’ forum in your subject room. You can expect an answer within 24 hours of your posting from one of our technical advisers or student support staff.
Capital City Finance and Mortgage Brokers (CCF & MB)
George and Mildred are very happy with the way you service your clients and are sure that you are a good fit for the team. They now want you to turn your focus to your primary task, which is to assist in expanding the business by building relationships with selected real estate agents, accountants and legal firms through strategic alliances. They also want you to consider how CCF & MB can consolidate its relationships with its existing strategic partners.
Let’s recap on what you already know about Capital City Finance and Mortgage Brokers (CCF & MB).
It’s a family owned business providing a range of mortgage and finance broking services to the business and private sectors, with experience in all facets of finance and insurance, providing expert advice covering a multitude of products and options existing within the market.
CCF & MB specialises in home loans, commercial lending, business lending, personal and motor vehicle finance and insurance (life and general) and focuses on helping clients find the finance service suited to their individual circumstances.
It provides its services through its association with the following partners:
• Australian Aggregators: a rising company within the aggregation business, with an extensive panel of residential and commercial lenders, and asset finance.
• ABC General Insurance: a boutique insurance company specialising in a full range of general insurances.
• XYZ Life: a small family-owned insurance brokerage specialising in the full range of life insurance products.
Based in the city, CCF & MB has the capacity to service clients from their office or anywhere at their clients’ convenience through its team of mobile brokers.
CCF & MB does not hold a credit license but operates as a credit representative of Australian Aggregators.
Since its inception 13 years ago, CCF & MB has built a loan book of almost $1.2 billion and averages over $120 million in new loans annually.
CCF & MB’s vision is to be the mortgage and finance broker of choice in the greater metropolitan area.
CCF & MB’s mission statement is: ‘to operate professionally in accordance with legislation, our licence and professional standards’.
CCF & MB’s values are as follows:
• to act with honesty and integrity at all times
• to provide unbiased advice and conduct business, free from any conflict of interest
• to maintain confidentiality in all dealings
• to meet all NCCP regulatory requirements
• to comply with all mortgage industry laws and regulations
• to ensure quality and efficiency in its loan processes.
CCF & MB’s people
CCF & MB is owned by husband and wife, George and Mildred Spencer.
With over 35 years’ experience in finance and business ownership, George established and built a successful business dedicated to assisting clients with managing their finances effectively. Starting the business with his wife Mildred 13 years ago, George gained immense satisfaction in seeing it expand, to service more and more clients across the city and greater metropolitan area. Although in recent years he has stepped back from dealing directly with clients, he still maintains a small select clientele. He also takes great pride in training and mentoring his team to enhance their performance.
Mildred has over 22 years of lending experience and is qualified, not only to assist her clients with their mortgage requirements, but also to assist them with their commercial finance requirements. She also holds financial planning qualifications. She specialises in asset finance.
The company has a small team of five additional consultants and two administration staff members. Profiles for the team are as follows:
• Jennifer Dee is recognised as one of the top female brokers in Australia. She has been in the broking industry for over 10 years and has a passion and dedication to assist and accommodate all of her clients’ needs with their financial dreams. Jennifer is an Accredited Mortgage Consultant with the Mortgage and Finance Association of Australia (MFAA).
• Louise Spencer (George and Mildred’s eldest daughter) is an Accredited Mortgage Consultant with the Mortgage and Finance Association of Australia (MFAA) and has been working as a loan consultant for almost two years. Louise started off in the lending industry in the office as an administrator to gain as much experience and knowledge as possible before taking a broking role. Her passion for helping her clients ensures that she is always available to her clients at a time and place convenient for them.
• Michael Spencer is George’s younger brother and is CCF & MB’s equipment finance specialist. He has over 25 years working in the equipment finance industry. He has developed an in-depth understanding of the transport and agricultural industries, and also provides finance for general equipment, motor vehicles and computer equipment.
• Martin Long has specialised in equipment finance for the last three years, but prior to this he spent five years operating his own retail food business. This practical experience allows him to see things from his client’s point of view, including experience with equipment finance. He specialises in plant and equipment in the machinery, woodworking and packaging industries. Examples of some of the equipment he has financed are farm machinery, extrusion lines, plastic injection moulders, commercial catering equipment, woodworking plant, packaging lines, forklifts, office fit-outs and many different motor vehicles.
• Luis Ramirez migrated to Australia as a young boy; 25 years ago with his family. After completing high school he graduated from university with an accounting degree and worked in ANZ in commercial lending. He joined CCF & MB four years ago and specialises in vehicle and capital equipment financing. He provides ITC and general equipment lease funding options for clients. By providing better outcomes, both during and at the end of their equipment leases, Luis’ many clients have been able to reduce costs and maximise the value of their available budgets.
CCF & MB is a member of the MFAA, as a broking business dealing directly with the public. Both George and Mildred are fellows of the MFAA. CCF & MB is also a corporate member of the FBAA.
All staff members, including consultants, are paid an annual salary plus superannuation. Consultants also receive a car allowance plus a percentage of trail commissions, which are paid quarterly based on their performance targets.
CCF & MB’s panelled lenders
With access to an extensive panel of lenders, CCF & MB can meet most clients’ expectations. Residential lenders are listed in the following table.
Adelaide Bank Homeloans Limited Pepper Home Loans
AMP Homeside Phoenix-Circle Credit Union
ANZ ING Direct PLAN Lending
Australian Financial Keystart PN Bank
Australian First Mortgage La Trobe Resi
Bank of Melbourne Liberty Financial St George Bank
BankSA Macquarie Suncorp
Bankwest ME Bank The Rock Building Society
Bluestone Mortgage Mart Westpac
Citibank NAB Wide Bay Australia Ltd
Commonwealth Bank Newcastle Permanent
Heritage Bank People’s
Choice Credit Union
Commercial lenders and asset finance providers are listed in the following table.
Adelaide Bank Commercial Bibby Financial Services Pty Ltd Liberty Financial Commercial
ANZ Commercial Commonwealth Bank Commercial NAB Commercial
Australian First Mortgage Commercial IMB Commercial St George Commercial
Bank SA Commercial ING Direct Commercial Suncorp Commercial
Bankwest Business Banking LaTrobe Commercial Westpac Commercial
Adelaide Bank Commercial Macquarie Leasing Westpac Equipment Finance
ANZ Asset Finance Commonwealth Bank Asset Finance Liberty Asset Finance
Future developments
George and Mildred are very keen to expand and grow their business and are in the process of speaking with a number of real estate agents, accountants and legal firms with a view to forming strategic alliances.
Due to the expected increase in business, George and Mildred are seeking to employ another consultant to take on the extra work. This person will be required to:
• build strategic relationships with a number of real estate agents, accountants and legal firms already identified
• identify and foster relationships with other real estate agents, accountants and legal firms
• provide finance and mortgage broking services to new clients identified through these strategic alliances.
Business management skills
Task 1 — Developing and nurturing relationships with clients, other professionals and third-party referrers
George and Mildred now require you to write a plan to assist in developing and nurturing relationships with clients, other professionals and third-party referrers.
The layout and content of your plan should address the following:
1. How CCF & MB’s policies and procedures and legislative, regulatory and professional codes of practice impact on developing and nurturing relationships.
2. How you would use CCF & MB’s social, business and ethical standards to develop and maintain positive relationships.
3. The importance of confidentiality and how you would maintain it in your dealings with colleagues, clients and other parties.
4. How you would adjust your interpersonal style to the needs and situation of other parties.
5. How you would go about developing and maintaining business and professional networks and other relationships to benefit the organisation; and how you would use them to identify and cultivate relationships in order to promote and market the organisation.
6. How you could use and cooperate with other professionals and third parties to expand and enhance the reputation of the organisation, and to identify new and improved business practices.
7. How you would build referral business through appropriate communication channels, to find and secure new business relationships.
8. How you would identify referral needs and provide information about CCF & MB’s relevant products and services.
9. How you would secure interviews with referral business so that the needs of clients can be met.
(1,000 words)
You may use any format for your plan but you are not permitted to simply answer the points above. If you are unsure as to how to write a plan, you can refer to the Business Growth and Marketing topic and use the suggested SMEAC format outlined in Part 6, Section 13. You may also refer to the internet for other example business or marketing plans.
Guidance on how to develop a plan is available at the business.gov.au website:
https://www.business.gov.au/planning/templates-and-tools/marketing-plan-template-and-guide
When completing this task, assumptions are permitted, although they must not be in conflict with the information provided in the background information.
Student response to Task 1
Capital City Finance and Mortgage Brokers (CCF & MB) are a reputed finance broking business located in the heart of Canberra. We pride ourselves in being one of the premier finance broking businesses in the greater metropolitan area of Canberra and having had years of experience under our belt, the time has now emerged to form strategic alliances with our referrers – real estate agents, accountants and legal firms. This plan does not only limit taking into account existing referral parties but also new referrers that the business may collaborate with.
At CCF & MB we strive to be excellent in what we do and we operate true to our motto ‘we’re here to help’. Our vision is
Assessor feedback for Task 1: Resubmission required?
No
Task 2 — Growing the business
Having considered how you would go about building and nurturing relationships, George and Mildred now require you to turn your attention to marketing and promoting CCF & MB’s business. This requires you to develop, implement, monitor and adjust a Marketing Plan for the business. When doing this, you will need to:
• Ensure your plan is developed in line with CCF & MB’s vision statement.
• Conduct some research (or make assumptions) and identify key market data for the plan. This can include, for example, customer demographics, product types (i.e. census data if available), marketing media data (i.e. social media).
• Identify of target markets, using a combination of research and your own personal experience.
• Identify your major competitors (at least two) with a competitor analysis developed for each competitor.
• Conduct a review of CCF & MB’s current market position based on your research findings in conjunction with competitor analysis; and identify where improvements can be made.
• Document changes you could introduce to improve the brand of CCF & MB, and what promotional activities you could introduce to build the customer base.
• The provision of options for increasing yield per existing client.
1. To develop and implement the marketing plan, complete the table below:
Student response to Task 2 Question 1
Implementing the Marketing plan
Task Steps Required Resources Required Who will complete this Date to Start Date to Complete
Answer here
Answer here
Answer here
Answer here
Answer here
Answer here
2. To monitor the marketing plan, complete the table below:
Student response to Task 2 Question 2
Monitoring the Marketing Plan
Marketing plan targets Monitoring process Period one Period two Period three Period four Average
Answer here Answer here Answer here Answer here Answer here Answer here Answer here
3. To make adjustments to the marketing plan, complete the table below:
Student response to Task 2 Question 3
Adjusting the marketing plan
Identified task requiring adjustment Changes required
Answer here Answer here
(1,000 words)
When completing this task, assumptions are permitted although they must not be in conflict with the information provided in the background information.
NOTE to students: You can add lines to the tables if necessary
Assessor feedback for Task 2: Resubmission required?
No
Task 3 — Identifying risk and applying risk management processes
George and Mildred have become very concerned about the potential risks that could jeopardise
CCF & MB’s business operations. They were very impressed with your growth and marketing plans for
CCF & MB so they have now moved you into more of a general manager’s role with expanded responsibilities, including managing CCF & MB’s risk.
1. As part of your new responsibilities you are required to develop a risk management plan which:
• Establishes the context for CCF & MB’s risk management plan.
• Lists and explains the tools you will use in assessing the risks you identify.
• Identifies the stakeholders you would consult in establishing context and the tools you would use in identifying CCF & MB’s risks.
• Identifies at least two risks that CCF & MB could face for each of the six categories of business risk including strategic risks, compliance risks, financial risk, operational risks, market and environmental risks and reputational risks with an appropriate risk statement for each identified risk.
Note: You may make any assumptions in producing your plan, but these should be documented either in the body of your plan or separately before you produce it. You are not permitted to simply answer the points detailed above.
Student response to Task 3: Question 1
Answer here
2. Refer to the email from co-worker identifying potential risk in the toolbox. Using the box below, write an email to management outlining the identified risk, your analysis, how you would evaluate the risk and suggest how the risk could be best treated.
Student response to Task 3: Question 2
Answer here
3. Refer to the Risk treatment mapping guide in the toolbox. Using the following steps, complete the Risk evaluation and treatment table below:
Step 1. Through analysis, identify the risks CC & MB’s business may face; and complete that column. This is to include both legislative and financial risks.
Step 2. By using the Risk treatment mapping guide in the toolbox, appraise the likelihood and consequence for each risk identified and include these in the table.
Step 3. Define how each risk can be treated, and whether a potentially serious risk should be escalated to management.
Step 4. Develop recommendations to mitigate identified risks.
Step 5. Provide recommendations on how to monitor and review the risks identified.
Student response to Task 3: Question 3
Answer here
Complete for Task 6: Risk evaluation and treatment map
Risk identified
(through analysis) Likelihood
(risk evaluation criteria) Consequence Treatment
(comment if risk should be escalated to management for supervision) Mitigate identified risks
(provide recommendations to mitigate risk) Monitor
(include how to be monitored and how often to be reviewed)
(Task 3: Questions 1-3, 1,000 words)
Assessor feedback for Task 3: Resubmission required?
No
Task 4— Improving the business
Over the last few months business for CCF & MB has been very good with a number of new clients coming on board as a result of implementing your business growth and marketing plans. However, neither you or the business owners are satisfied with maintaining the status quo; as you and they are committed to a program of continuous improvement.
You all feel that CCF & MB’s competitive advantage needs to be strengthened and a SWOT should be undertaken to establish CCF & MB’s strengths and weaknesses including benchmarking the business against the industry. You now decide that you will carry out a diagnosis of the business including a SWOT analysis and a benchmarking exercise to improve CCF &MB’s competitive advantage and its business. You are to produce a document covering your diagnosis, which will be distributed amongst CCF & MB’s key personnel.
As a minimum, your document should cover the following:
1. The data you have used as part of your diagnosis to identify CCF & MB’s competitive advantage.
2. A SWOT analysis to identify CCF & MB’s strengths and weaknesses, its threats and opportunities.
3. How you identified and sourced relevant benchmarking data.
4. How you selected the key indicators (and who you consulted with) for your benchmarking exercise.
5. A consolidated list of the areas for improvement you have identified with a cost-benefit ratio established for each of them.
6. Recommendations on the changes that may be required that will affect existing workflows or
CCF & MB’s organisational structure
7. A high-level action plan that will implement and monitor the recommended changes to be made.
In addition to the material on your Part 2 learning guides, the following link gives you access to a
step-by-step guide to benchmarking and determining competitive advantage:
http://www.business.vic.gov.au/marketing-sales-and-online/increasing-sales-through-marketing/benchmark-your-business
(1,000 words)
Student response to Task 4
Answer here
Assessor feedback for Task 4: Resubmission required?
No
Task 5 —Managing people performance
One of your key responsibilities as general manager is to develop and implement ways to improve the performance of CCF & MB’s consultants and other staff members.
Answer the following questions:
1. Why is it important to consult with stakeholders when allocating work? What are the possible consequences of allocating work without consultation?
Student response to Task 5: Question 1
Answer here
2. Describe the process you might follow when developing quantitative and qualitative performance criteria. You should explain how you ensure that the criteria relates to CCF & MB’s objectives and how to motivate staff members to achieve these objectives.
Student response to Task 5: Question 2
Answer here
3. Describe the different ways you might gather information about a staff member’s workplace performance.
Student response to Task 5: Question 3
Answer here
4. What are the benefits of evaluating and monitoring staff members on a continuous basis?
Student response to Task 5: Question 4
Answer here
5. Describe how you might do this for CCF & MB.
Student response to Task 5: Question 5
Answer here
6. Why is it important to document the performance management process? Explain the possible consequences of not retaining appropriate records of this process.
Student response to Task 5: Question 6
Answer here
7. In what ways can you reinforce excellence in work performance through recognition and continuous feedback? In what ways might you be able reward staff in non-financial ways?
Student response to Task 5: Question 7
Answer here
8. Design a high-level performance management process for CCF & MB to be rolled out to all staff members.
Student response to Task 5: Question 8
Answer here
9. Who should you consult when designing the performance management process? List who you would consult and the reasons why.
Student response to Task 5: Question 9
Student response to Task 5: Question 10
Answer here
Answer here
10. Using the box below, create a minimum of 5 evaluation criteria, that could be used in a Performance appraisal Checklist:
11. Using the “Work Plan” template provided below, develop a work plan for CCF & MB. This can be done by using actions of your choice (i.e. nurturing leads to create clients). The work plan will also include who you will allocate various tasks to achieve the plan’s objective. The plan must be within CCF & MB’s organisational requirements and comply with legal requirements.
Student response to Task 5: Question 11
Answer here
Complete for Task 11: Work plan template
Action Allocated to: Responsibility Timeframe allocated
(Task 5 Questions 1-11, 800 words)
Martin and Luis are working together on project involving the preparation for a loan application for one of CCF & MB’s most influential clients, a property developer. Martin missed a deadline and the whole project is now behind schedule by a week. This is the third time in a month that he has missed a deadline. Martin has had problems with meeting deadlines in the past and has already had a written warning.
As the general manager you have been monitoring Martin’s performance over the past month, providing informal feedback about his role in the project. Although he has made several improvements regarding his performance, his inability to meet deadlines has forced the delay of the client’s development a further month. CCF & MB made a commitment to the client that the loan application would be with the prospective lender two weeks ago.
The client is not happy that he does not yet have an approval and is considering cancelling the agreement he has with CCF & MB and going elsewhere.
12. You have arranged to meet with Martin to talk about the project and his input. How would you go about providing constructive feedback to Martin?
Student response to Task 5: Question 12
Answer here
13. Following your meeting with Martin you have decided to monitor his performance for the purposes of evaluating where improvements can be made and provide feedback. Outline the process you have adopted to conduct this monitoring exercise. Reference material is available in Topic 1.3, Business Management Skills, People management.
Student response to Task 5: Question 13
Answer here
14. Following your meeting with Martin, use the evaluation criteria, you developed in question 10 above to record and document comments regarding Martin’s performance in the Performance Appraisal checklist below.
Student response to Task 5: Question 14
Complete for Task 10: Performance Appraisal Checklist
Evaluation Criteria Rating 1-5 (5 best) Team Leader/General Manager Comments
Answer here Answer here Answer here
Answer here Answer here Answer here
Answer here Answer here Answer here
Answer here Answer here Answer here
Answer here Answer here Answer here
(Task 5 Questions 12-14, 600 words)
Assessor feedback for Task 5: Resubmission required?
No
Task 6 — Showing leadership in the workplace
Leadership is defined as the ability to influence others. This assessment task requires you to reflect on your own ability to positively influence others in the workplace and the negative aspects of poor leadership.
Note: If you are not currently working in the finance and mortgage broking industry, you may reflect on your experiences in another industry.
1. Reflect on a situation where you have had a positive impact in the workplace. Please include the skills, decisions and/or behaviours you demonstrated that contributed to this positive change and what the impact was for the team/clients/organisation. (400 words)
Student response to Task 6: Question 1
Answer here
2. Reflect on a situation which was or could have been damaging to an organisation. Please include the behaviours, standards or values that were demonstrated and explain why they were detrimental. (400 words)
Student response to Task 6: Question 2
Answer here
3. In your role as the general manager of CCF & MB create your own personal performance plan.
You may use your own personal performance plan or alternatively you can use the example below. In developing your personal performance plan, you should ensure that your personal KPIs reflect
CCF & MB’s goals and objectives and how you can help in building CCF & MB’s integrity and credibility.
You may refer to the Organisational standards and values document located in the toolbox and use the Client service standards statement for specific development objectives.
Student response to Task 6: Question 3
What are my development objectives? Priority What activities do I need to undertake to achieve my objectives? What support/resources do I need to achieve my objectives Target date for achieving my objectives Actual date of achieving my objectives
Review date:
4. Feedback from colleagues, staff and management may be gathered informally and formally including performance review feedback. Why is it important to analyse and interpret this type of feedback?
(400 words)
Student response to Task 6: Question 4
Answer here
Assessor feedback for Task 6: Resubmission required?
No
Task 7 – Standards and values
1. Refer to the Organisational standards and values document located in the toolbox and identify two of standards and two values that would be important to CCF & MB.
Student response to Task 7: Question 1
Answer here
2. Prepare a brief employee performance review of yourself in a current or previous workplace.
In the performance review:
• include the standards and values that you listed in question 1
• evaluate your own behaviour and performance against these standards and values
• explain how you could adjust your performance in the workplace to meet these standards and values.
Note: If you are not currently working in the financial services industry, you can choose another industry.
You are only required to write 2-3 paragraphs maximum in your response.
Student response to Task 7: Question 2
Answer here
3. CCF & MB provide an internal blog (through their intranet) for staff to make suggestions to improve business performance. In your role as the general manager at CCF & MB and following work preparing a performance plan you observed that client service standards were not being maintained consistently. Failure to meet these standards may be damaging to the reputation of the organisation.
Use the internal blog (box below) as a communication tool and post a question to the sales team at CCF & MB asking why service standards and values are not being maintained consistently as required by the organisation.
Refer to the Organisational standards and values document located in the toolbox and use the Client service standards statement to prepare your question.
Student response to Task 7: Question 3
Answer here
Assessor feedback for Task 7: Resubmission required?
No
Task 8 - Develop a performance plan
For CCF & MB to continue to meet their primary goal of being a leader in offering broking services to the local community, they have asked you in your capacity as the newly appointed general manager to develop a performance plan and establish some ‘key performance indicators’ (KPIs) for all customer service staff.
The objective of the performance plan is to focus on the organisations key goals and objectives in line with ‘Service standards statement’ available in the toolbox.
Information on people performance can be sourced from Business Management Skills, Topic 1-3, People management.
Student response to Task 8
Answer here
Assessor feedback for Task 8: Resubmission required?
No
Assessor feedback:
[insert feedback]
Date assessed: Click here to enter a date
Does the student need to resubmit? No
Questions that need to be resubmitted
First submission Not yet demonstrated
Resubmission Not applicable
To pass this subject, you will need to be assessed as DEMONSTRATED for either your first submission or your resubmission.
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