Reference no: EM133112519

BSBMGT502 Manage people performance - Australian Health and Management institute

Task 1 - Underperformance management

You are required to review the performance of a staff member within your organization, a business you have access to or within a simulated environment, for a staff member with known underperformance.

Your objective is to manage the underperformance and in order to do so you must:
Consult with relevant stakeholders to identify work requirements, performance standards and agreed performance indicators. Document these clearly.

Review current and develop new work plans and allocate work to achieve outcomes efficiently and within organisational and legal requirements

Monitor, evaluate and provide feedback on performance and provide coaching or training, as needed. A monitoring checklist must be created for this purpose. Any meetings and/or feedback must be recorded.

Reinforce excellence in performance through recognition and continuous feedback. Document your reward and recognition system.
seek assistance from human resources specialists where appropriate

Keep records and documentation in accordance with the organisational performance management system.

Use and complete all the attached checklists

Review the performance to determine whether there has been any improvement.
Managing underperformance - the ‘initial steps' checklist

Step 1: Identify the issue
Start by writing down specific examples of your employee's behaviour that's causing an issue, and when it's occurring. Gather any documents that demonstrate the issue (e.g. work examples, complaints or performance statistics).

Also write down why the behaviour is an issue - it may be affecting your business, other employees, customers or the safety of the workplace.

Write down how the behaviour needs to change.

Step 2: Assess the issue
Before you meet with your employee, think about how serious the issue is and how long it's existed.

Assess how wide the gap is between what you expect of your employee and what they're doing.

Think about the possible cause of the issue - make sure you keep an open mind.

Step 3: Meet with your employee
Discuss the issue with your employee as soon as possible - ignoring it is likely to make it worse.

Arrange to meet with your employee at a time and in a place where you won't be interrupted, overheard or rushed.

Let your employee know in advance what the discussion will be about so they don't feel ambushed.

Allow the employee to bring a support person of their choice to the meeting, if they want to.

A support person may be a co-worker, family member, friend or union representative. Their role is to support the employee during the meeting, not to speak or advocate for them.

Clearly describe the issue, using examples, along with how it's affecting the business.

Invite your employee to respond.

Explore the issue and possible causes by asking open questions.

Make sure the employee understands the change required.

Think about the impression that your body language gives - face the employee, adopt an open posture, maintain good eye contact and try to be relaxed.

Step 4: Jointly devise a solution

Explore possible solutions by asking open questions.

Invite your employee to suggest solutions.

Agree on a way to resolve the issue.

Offer appropriate support (e.g. training).

Agree on a time for your employee to improve their performance and set a date for review.

Step 5: Monitor performance

Make sure you follow through with any training or other support that you offered to your employee.

Monitor your employee's progress and provide ongoing feedback - be very clear.

Meet with the employee to review their performance at the agreed time.

If your employee's performance has improved, acknowledge that the issue has been resolved and discuss how to maintain the improvements - continue to offer support and encouragement.

If your employee's performance hasn't improved, extend or repeat the process, or consider progressing to the formal steps.

Step 6: Keep records

Keep notes of your discussions with your employee and the outcome of the process.

Small Business Fair Dismissal Code
1. How many employees are employed in the business? (Include the dismissed employee and any other employee dismissed at the same time).
Under 15 employees
15 employees or more
[If under 15 employees, the Fair Dismissal Code applies.]

2. Has the employee been employed in this business as a fulltime, part-time or regular casual employee for 12 months or more?
Yes
No
[If No, the employee cannot make an unfair dismissal claim.]

3. Did you dismiss the employee because you didn't require the person's job to be done by anyone because of changes in the operational requirements of the business?
Yes
No
4. Do any of the following statements apply?
5. Did you dismiss the employee for some other form of serious misconduct?
Yes
No
If yes, what was the reason?

If you answered yes to any question in parts 3, 4 or 5, you are not required to answer the following questions.

6. In any discussion with the employee where dismissal was possible, did the employee request to have a support person present, who was not a lawyer acting in a professional capacity?
Yes
No

7. If yes, did you agree to that request?
Yes
No

8. Did you dismiss the employee because of the employee's unsatisfactory conduct, performance or capacity to do the job?
Yes
No

9. Did you dismiss the employee for some other reason?
Yes
No
If yes, what was the reason?

10. Did the employee voluntarily resign or abandon his or her employment?
Yes
No

Attachment:- Underperformance management.rar