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Discover how to organise and complete own work
Know how to monitor own work performance
Learn how to coordinate personal skill development
Gain the essential skills and knowledge required for
Ensure that work goals,
objectives or KPIs are
and agreed in
This unit is intended to describe:
…which are required to organise
your own work schedules
Team and individual
Objectives are usually a specific set of statements
that contribute to the achievement of goals.
If you reach all of your objectives you will complete
the original task of reaching the goal.
Key Performance Indicators, also known as KPIs help
you or your organisation to define and measure
progress toward the goals you have set.
Key performance indicators may focus on:
◦ Customer satisfaction
◦ Customer effort
◦ Monitoring time taken to answer calls
◦ Operating within reporting protocols
They can include
◦ Score tools such as net promoter
◦ Understanding metrics
Assess and prioritise
workload to ensure tasks
are completed within
You can define your priority workload by:
◦ Making a list of all the tasks that need to be done.
◦ Separating them by type or task according to your
If you have large or lengthy time related tasks, break
them down into individual components.
Most of your tasks will rely on, or relate to, someone
else, who will have a significant ‘dependency’ impact
on the completion of the overall task.
Put the tasks in some form of order so that it shows
what should be completed BEFORE the next action
can commence. That is, what is dependent on what!
This stage of your task priority is best handled by
using software such as Microsoft Project, or even
Excel spreadsheet, where you can establish CPIs
(Critical Performance Indicators)
Key questions you need to ask about each aspect of
your task time frame are:
How important and urgent is the workload task?
What, if any, could impact on the organisation if you did
not complete the workload on time?
It will be rare that you will always have the exact
amount of time you allocate to a workload task or
Even with sharing tasks, becoming more efficient or
adopting other skills and tools, being able to
accurately judge in advance whether you can
complete all of your tasks is not always possible even
with good workload and capacity planning.
Procrastination is a characteristic most people have
so it’s not unusual when designing time frames to
‘think’ about it a little longer than may be necessary
Goal achievement requires effort.
You can easily convince yourself to ‘do something
Workplace challenges and other distractions will
Setting goals and timeframes does need both
commitment and discipline.
Assess whether existing entries in your timetable are
Identify factors affecting
the achievement of work
into work plans
Factors affecting the achievement of work
objectives may include:
Competing work demands
Environmental factors such as time, weather
Resource and materials availability
Workplace hazards, risks and controls
3 primary goals of contingency plans:
Contingency planning for non-emergency situations
Contingency planning with regulators
Contingency planning that includes external services
Use business technology
effectively to manage
and monitor scheduling
and completion of tasks
Computers – desktops, laptops, tablets
Facsimile machines – almost obsolete
Efficient and effective use of whatever technology
you decide is best for your circumstances will
Practice using the technology
Taking time to learn correct procedures
Not over specifying
Delegation of tasks
Use of technology for the purpose it was designed
Not being a slave to technology
Reviewing if there is a more suitable alternative
Planning for the use of technology
Accurately monitor and
adjust personal work
self-assessment to ensure
achievement of tasks and
legislation and work
processes or KPIs
Rate yourself in each of the following areas:
Learning and Continuous Improvement
If you want to improve the quality of your work and
adjust personal work performance through selfassessment, you may wish to view things in a
◦ Look for better or faster alternatives to get the same work
◦ Change your attitude.
◦ Eliminate any potential drawbacks like the obvious:
◦ Remove laziness or lethargy
◦ Be interested rather than disinterested
◦ Stop arrogance or complacency
Ensure that feedback on
performance is actively
sought and evaluated from
colleagues and clients in
the context of individual
and group requirements
Obtaining feedback from
Obtaining feedback from
supervisors and colleagues
methods for monitoring
Seek out a coach, mentor and/or peer group that will
provide objective feedback and push you to achieve
the results you set out to achieve
In a company based focus group, fellow employees,
management, supervisors and others around you
notice your performance and the manner in which
you conduct yourself, in a way that you would be
unlikely to review in a self assessment
Some of the reasons for not getting your job done or
producing inferior work practices are:
◦ lack of knowledge
◦ skills are
Identify your weakness so that you find a solution
and make the appropriate decisions in improving
Become aware of your abilities and strengths.
◦ Focus on them and use them to your advantage.
analysis is a
good tool to use to
weaknesses as well
Routinely identify and
report on variations in
the quality of and
products and services
Break down quality requirements into manageable
Identify signs of stress
and effects on personal
of stress and access
Signs of stress may include:
Absence from work
Alcohol or other substance abuse
Poor work performance
Poor eating habits
Inability to have a good night’s sleep
Feeling down or depressed
◦ Contact Beyond Blue – beyondblue.org.au
Personal wellbeing can be influenced by the
If significant numbers of employees are experiencing
and expressing effects of ‘stress’ at work, then the
problem assumes organisational proportions.
Work-related stress can impact on an organisation in
Sources of stress may include:
Assembly line speed
Flexible routines can help relieve stress and anxiety
because there is a plan in place.
They create a mental release from having to constantly
work out the details.
They relieve an employee from wondering and
worrying when they may
be able to accomplish
Support and resolution
strategies may include:
Identify personal learning and
professional development needs and
skill gaps using self-assessment and
advice from colleagues and clients in
relation to role and organisational
Identify, prioritise and plan
opportunities for undertaking personal
skill development activities in liaison
with work groups and relevant
A personal learning plan (PLP) is a way to identify
and establish your personal and professional
◦ You can establish skill gaps and other areas on which to
The learning plan can also be completed to identify
the means by which you are going to address these
➢ Identify skill gaps using a
➢ Review your goals
➢ Have you conducted a
Review Activity 1
Each organisation approaches development
The reason is that no single method can be used
especially as you would have seen from the
examples of self assessment.
◦ They would vary from person to person and item to
Use your Job assignments to learn and approach
requirements in more creative ways
Work on real problems and organisational issues to
bring to bear your skills
Add a new responsibility to your role (assuming you
have the authority to do so or the approvals)
Include a short term project within an existing job
role or project, again with the right approvals.
Learn through interaction with others in your
Three major roles that an associate can assist
you with are:
◦ Feedback provider
◦ Sounding board/mentor
◦ Point of reference or comparison
Access, complete and
opportunities to facilitate
continuous learning and
Opportunities for professional development may
Coaching, mentoring and/or supervision
Formal/informal learning programs
Internal/external training provision
Continuous learning and hopefully subsequent
improvement to your job role, is more than just a
It is setting in place values of your own and those of
your employer based on a commitment to
continuous learning and career development.
By including your personal development skills and
other improvement advances into this thinking, a
continuous learning plan begins to evolve.
Continuous learning involves the 3 Ps
People – select the right ones
Processes – what suits your learning style?
Persistence – ensure you make
a commitment and
follow through to
What do you know about the following?
The current level skills
Knowledge and behaviour of the individuals
Incorporate formal and
informal feedback into
review of further
When gathering feedback, ensure that the feedback
contains accurate details related specifically to the
employees learning assessments and not confused
with other assessments you may undertake such as
an overall role review.
Usually formal feedback is based on pre-determined
structure or timeframe.
Informal feedback often consists of just
conversations between the staff member/employee
and the manager/supervisor.
You will need to make an appraisal of your feedback,
both formal and informal, as a measure against the
original goals and specifications of the initial learning
It is important to be organised to ensure maximum
Everyone should conduct a self assessment from time
to time to ensure they are on track to achieve their
Learning is a life long process. Look for areas that you
would like to improve and actively seek ways to achieve
Everyone has a level of stress but you need to monitor
when your stress levels increase. Stress can lead to
other medical disorders including heart attack. Stress
MUST be managed.