Level 2 and 3 Diploma in Business Support (4475-12/13)
Level 2 and 3 Diploma in Business Support (4475-12/13)
Level 2 and 3 Diploma in Business Support (4475-12/13)
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Outcome 4 Underst<strong>and</strong> how to evaluate <strong>and</strong> improve own performance<br />
<strong>in</strong> a bus<strong>in</strong>ess environment<br />
1. Benefits that result from cont<strong>in</strong>uously improv<strong>in</strong>g own performance <strong>in</strong> terms of, eg<br />
• improv<strong>in</strong>g weak areas <strong>and</strong> ga<strong>in</strong><strong>in</strong>g new skills<br />
• motivation<br />
• <strong>in</strong>creased ability to embrace changes/challenges<br />
• possible f<strong>in</strong>ancial reward/promotion<br />
• <strong>in</strong>creased employability.<br />
2. Methods of assess<strong>in</strong>g own performance, eg SWOT analysis <strong>and</strong> tra<strong>in</strong><strong>in</strong>g needs analysis (TNA), as<br />
well as observation <strong>and</strong> feedback, one-to-one meet<strong>in</strong>gs/appraisal <strong>and</strong> performance reviews, <strong>and</strong><br />
how to create a Personal Development Plan us<strong>in</strong>g SMART techniques.<br />
3. Range of tra<strong>in</strong><strong>in</strong>g <strong>and</strong> development opportunities:<br />
• coach<strong>in</strong>g<br />
• mentor<strong>in</strong>g<br />
• work-shadow<strong>in</strong>g<br />
• tra<strong>in</strong><strong>in</strong>g courses<br />
• <strong>in</strong>-house tra<strong>in</strong><strong>in</strong>g<br />
• performance appraisals<br />
• e-learn<strong>in</strong>g.<br />
4. The c<strong>and</strong>idate needs to expla<strong>in</strong> how feedback, both formal <strong>and</strong> <strong>in</strong>formal, can result <strong>in</strong> personal<br />
growth <strong>and</strong> development, eg from<br />
• managers/supervisors<br />
• colleagues – 360 o<br />
• customers.<br />
5. The c<strong>and</strong>idate should expla<strong>in</strong> career paths/progression routes available both <strong>in</strong>side <strong>and</strong> outside<br />
the organisation <strong>and</strong> the possible sources of <strong>in</strong>formation on these.<br />
Outcome 5 Underst<strong>and</strong> the types of problems that may occur with own<br />
work <strong>and</strong> how to deal with them<br />
1. Problems may be both<br />
• m<strong>in</strong>or, ie that can be solved by mak<strong>in</strong>g adjustments <strong>and</strong> with little or no assistance;<br />
• major, ie those that have resource or f<strong>in</strong>ancial implications.<br />
Types of problems eg:<br />
• f<strong>in</strong>ancial<br />
• resource related<br />
• equipment/systems failure<br />
• staff-related<br />
• unforeseen (weather, <strong>in</strong>dustrial action).<br />
2. Possible methods eg:<br />
• replann<strong>in</strong>g/reprioritis<strong>in</strong>g own work<br />
• ga<strong>in</strong><strong>in</strong>g the support of others<br />
• identify<strong>in</strong>g a solution <strong>and</strong> implement<strong>in</strong>g it.<br />
<strong>Level</strong> 2 <strong>and</strong> 3 <strong>Diploma</strong> <strong>in</strong> Bus<strong>in</strong>ess <strong>Support</strong> (<strong>4475</strong>-<strong>12</strong>/<strong>13</strong>) 145