Reference no: EM133179762

BSBMGT502 Manage People Performance

Section 1

Workbook Activity

Activity 1 Why is staff consultation necessary in determining the allocation of work? If teams are consulted, should you still consult individuals?

Activity 2 Describe 3 work tasks that you could add to a work plan for an Assistant Manager in a retail store selling whitegoods.

Activity 3 How can you assure that your work allocations are cost effective? What measures and tests would you utilise?

Activity 4 In order to establish performance standards applicable to an organisation, what sources of information would you refer to? Outline two.

Activity 5 Provide examples of (other than the ones provided):
• Organisational Vision - e.g. to be known for our superior customer service and satisfaction.
• Organisational Objective - e.g. to reduce the number of dissatisfied customers by 25%.
• Organisational KPI - e.g. the number of customer complaints that remain unresolved at the end of a week.
• Team Member's Goal - e.g. to increase the number of satisfactory complaint resolutions by 15% this period.
Taken to the next level, each employee goal should have at least one associated KPI. How will you specifically measure, on a regular basis, whether or not this person is meeting his or her goal?
Team Member KPI - The weekly percentage difference in complaints handled that result in satisfied customers versus unsatisfied customers.

Activity 6 What is a risk Assessment Matrix? How does it help you in managing risk related to people performance?

Section 2 Assess performance

Activity 7 When is the best time to evaluate staff performance? Why?

Activity 8 Provide an example where training could be utilised to manage an underperformance issue. Describe the situation and the training that would be utilised to address the performance issue.

Activity 9 Design a reward and recognition system for production line staff that work in processing plant. Consider the performance requirements and indicators that would be applicable.

Activity 10 What is 360 degree feedback? Should all workplaces be applying the technique? Why/Why not?

Activity 11 What steps would you take to manage underperformance?

Activity 12 What documents are used to record employee performance? Describe two. Section 4 Manage follow up

Activity 13 List the information that should be included in a performance plan.

Activity 14 Who are human resource experts? Where would you normally find them in organisations?

Activity 15 Outline a way to reinforce positive behaviour in your staff.

Activity 16 Case Study: UK Rail Organisation
Research was conducted on the role of coaching and its contribution to training and development in a rail company in the UK1. Managers at a UK train operator became role models for their employees, who now have more power to take direct responsibility and reach their full potential. The change took place following a management-development program at train operator Southern, working with a professional coaching and training company on a program that reached 300 managers.

Southern continues to be a very successful business, consistently delivering the high standards of service to their passengers1. Perhaps an element of this is attributable to their focus on changing the leadership and management style. A significant contributory factor to this was their coaching program, and the learning and essence of coaching they have applied to their management training. The program was seen as a key part of developing their business. The company adopted its first formal coaching program in 2005 and, the following year, formalised it within the overall HR strategy and made developing a coaching and facilitative leadership style a key objective. The feedback and evaluation of the coaching program was a good indicator for the company to assess its coaching programs effectiveness and its impact on its employees.

The HR manager of this UK rail company, who also took part on the program claimed:
It was the most rounded, fun and exciting development program I have come across in my career (Pollitt 2009)
A revenue manager who took part on this program described it as a journey of self-awareness. The research highlights the positive impact of the coaching program on this particular UK rail company and identifies one of the outcomes of the program. In 2008, numbers of grievances, disciplinarians and tribunals were all down. In the same year service performance and train reliability both rose. In the recent employee engagement survey, a significant statistical correlation was discovered between managers who had attended the coaching program and their individual engagement scores with their direct reports.
How was coaching used in this instance to improve people performance?

Activity 17 If you were to counsel a staff member for has not performed to expectations, what environment would you use to provide the counselling? Why would you use this environment? How would you record the counselling sessions?

Activity 18 Discuss the Fair Work obligations with regard to terminating staff.

Assessment Task 1

Assessment Objective
The objective of this assessment is to enable you to demonstrate your knowledge and understanding of performance management systems within legislative and organisational guidelines.

Assessment Requirements

Review the Case Study - BDS Auto Care(Appendix 1)
1. Complete the Operational Plan (Appendix 2). As the workshop Manager, you are to report your operational plan to head office to have the following completed by the extended trading deadline.
2. Read the profiles in this assessment. In pairs, adopt the role of Managerfor that Employee (Marie or Tony).
3. Individually develop goals, KPIs and tasks for the Employee you have selected. Document these in the Employee's Performance Management Plan (Appendix 3).
4. Prepare role-play notes to plan the topics you will discuss and outcomes you hope to achieve, these will assist you to keep the role-play meeting on track. Submit these with your documentation.
5. Conduct two one-on-one coaching role-plays (one with you as the Manager, one as your partner's Employee). The Assessor will observe this role-play and examine the documentation (the completed Appendices plus notes) that you will submit for assessment on completion.

Role-plays
As the Manager, you have set up the first one-on-one meeting. In addition to discussing the program you have outlined on the Performance Management Plan (Appendix 3), you will also:
a. Resolve the issue outlined in the Employee profiles and conduct a coaching session to assist the Employee address the issue.
b. Discuss KPI results generated from their team.
c. Discuss Individual reports on progress and take time to chat with your Employee informally to get feedback on problems they are facing. You also use this meeting to emphasise the concept of team achievement.
d. Complete the Performance Development Plan (Appendix 4) on the basis of the outcomes of the one-on-one session and sign-in agreement.
e. Complete performance review notes to place in the Employee's file.
6. Complete file notes from the one-on-one coaching session to be placed in the Employee's file.
7. Following the role-play, the Employee participant is to complete the Coaching Session 1 - Observer's Evaluation Sheet (Appendix 5).
8. Following the role-play as the Manager, complete the Coaching Session 1 - Coach's Self-Reflection Sheet (Appendix 6)
9. Conduct a second meeting with your partner and deliver feedback (participant Employee/Observer deliver feedback verbally to the Manager participant regarding the coaching session) based upon the notes taken in Observer's Evaluation Sheet. The Assessor will observe this session.
10. A presentation by the candidate is required as part of this assessment task 1.

Case study - BDS Auto care

You need to determine what the source of his negativity is and plan his performance management. In your one-on-one session with Tony you need to come to a resolution of a way forward and get Tony fully ‘on board'.

Respond to these questions with your feelings and thoughts about coaching. What was your initial reaction to the coaching exercise?

Que.1 What was your overall assessment of your performance as a coach? Give reasons for this assessment.

Que.2 What do you think were some of your strengths during the exercise?

Que.3 What do you think were areas where there was room for improvement?

Que.4 What kind of strategies can you think of to help improve your coaching skills?

Que. 5 What do you think will be the cost of not implementing new strategies into your role as a manager?

Que.6 What are some valuable skills that you have learned today to help you in your role as manager/coach?

Assessment Task 2 Case Study

Assessment Objective
For this assessment, you must demonstrate knowledge and understanding of the process required to terminate a difficult employee in accordance with legislative and organisation requirements.

Assessment Requirement
1. Read and analyse the Case Study - Sam's Termination (Appendix).
2. Prepare a report that outlines and discusses:
a. the reasons the organisation lost its unfair dismissal case with Fair Work Australia
b. what the organisation should have been doing for it to have successfully defended its position against Sam's claim of unfair dismissal.
c. what would have been the correct way to terminate Sam in accordance with legal and organisational requirements.
3. You must incorporate the following into your report.
a. A risk analysis of the case and strategies to mitigate future risks should similar situations arise.
b. Using examples from the case study, describe the conditions under which misconduct and serious misconduct may be deemed to exist.
c. List any legislation that applies to the situation presented in the case study.
d. Develop policies and procedures that an organisation would need to implement to avoid a similar situation occurring and to ensure that disciplinary hearings and terminations are considered to be fair and reasonable. This should be based on relevant legislation.
e. Outline what documents would need to be developed for the organisation to evidence that it has implemented a process to support non-performing employees.
f. Using the case study as an example, describe how all steps of the performance review process and disciplinary hearing process (given to you by Rob) should have been performed as per legal requirements and the organisational policies you have developed, including:
i. what should have been done at each stage
ii. when and where assistance from HR specialists would have been appropriate
iii. what support services could have been deployed in Sam's case
iv. what documentation would have been appropriate at each stage.

Case study - Sam's termination

Assessment Task 3

You are required to answer all of the following questions in your own time. This assessment task is to provide you with the knowledge of KPIs, importance of measuring performance, legislation, performance management, staff development and maintaining discipline at the work place.
You are required to answer all questions correctly. If incorrect answers are provided, your assessor will identify the gaps in your knowledge and understanding and make arrangements for reassessment.

Question 1: What is performance? Explain performance measurement systems utilized within the organization you are familiar with? (word limit minimum 150 to 200)

Question 2: KPIs (word limit minimum 150 to 200)
You are a manager of a new call centre team. Design three Key Performance Indicators (KPIs) that the team must meet or exceed monthly.
The call centre has 30 full time and 30 part-time call centre consultants. The consultants are there to take calls from motorists whose vehicles have broken down. Consultants are the first voice that motorists hear before their request is passed on to roadside patrol team who travel to the troubled spot to solve the problem of a broken-down car.
Consultants must answer all phone calls within 4 seconds of the phone ringing. Consultants must correctly identify the caller (Name, address, date of birth and password) before they can respond to any requests. Length of calls must be no longer than 3 minutes. Consultants must verify any information given before proceeding to send customer requests to Roadside Operators.

Question 3: Describe the role of awards and certified agreements in managing employee performance, give some examples?(word limit minimum 150 to 200)

Question 4: Explain unlawful dismissal rules and due process?(word limit minimum 150 to 200)

Question 5: List three legislation that are related to performance management?
(word limit minimum 150 to 200)

Question 6: Describe staff development options and information?(word limit minimum 150 to 200)

Question 7: Case Study 1

You are managing ‘Mike' who was recently promoted to the role of the team supervisor. Absenteeism has been a serious issue for Mike's new team and you encouraged him to conduct
Weekly meetings to keep on top of this difficult situation.

In your third monthly review of Mike's team performance you are pleased to see that staff absenteeism has dropped by approximately 14%.

Your manager calls you into his office and indicates that you have done a great job with the team. You need to call Mike in and give him some positive feedback on his performance.

What steps would you take to provide positive feedback to Mike?(word limit minimum 150 to 200)

Question 8: Case study 2
Louise is working on an important project on product quality control. Louise missed a project deadline and the whole project now is behind schedule by a week. This is the third time in a month that Louise has missed a deadline.
Louise is a new graduate and has been working on the project for the past two years as part of her post graduate study. Louise has had problems with time keeping in the past and has received one written warning already.
As her manager, you have been monitoring Louise's performance over the past month and having lots of informal chats with her about the project and her progress. She has made several improvements regarding her time keeping skills and communicating with project managers regarding her progress in line with your coaching.
However, by pushing the project out further, product testing has been delayed by a month because the project Louise is working on is vital to product testing
The company had made a commitment to its client that product testing would start two weeks ago. Your client has just contacted you regarding the status of product testing. You inform the client that the testing has not started, however you have identified the critical factor.
You email Louise to set up a meeting for later this afternoon to talk about the project she is working on. Louise arrives to the meeting on time.
What steps would you use to give constructive feedback to Louise?(word limit minimum 150 to 200)

Question 9: What are the legal consequences for managers and organizations for not keeping records of any activity surrounding performance management? (word limit minimum 150 to 200)

Question 10: How would you provide assistance to an employee who:
a) Has problems doing their job?
b) Needs to develop skills to be considered for a promotion?(word limit minimum 150 to 200)

Question 11: Nick and Tony have been fighting at work. List all the steps you would follow to discipline both employees.(word limit minimum 150 to 200)

Attachment:- Manage People Performance.rar