Reference no: EM13837171

Manage people performance

Intellectual Property of The Australian Institute of Professional Education (AIPE)

Assessment

Part Title: PORTFOLIO OF EVIDENCE Assessment Part No:

Assessment Part 1 - Case Study

This is to be completed as an INDIVIDUAL only.

Element 1: Allocate Work

Element 2: Assess Performance

Element 3: Provide Feedback Element 4: Manage Follow-up

TELSTRA CASE STUDY

-Our strategy is simpler and more impactful. It makes our ambitions clearer and shows where shareholders can expect us to continue building value".

-We must serve our global customers at an international scale, leveraging our expertise into Asia and other regions, while seeking to deliver outstanding customer service every day in every home, street and business around Australia".

-These changes make sense because they reflect our business needs and the exciting, rapidly moving environment around us".

-Structure follows strategy so we have asked some of our most senior leaders to take on new or expanded opportunities to ensure we deliver on these promises. Each executive has considerable experience inside the industry as well as other industry sectors or global markets".

David Thodey

Chief Executive Officer

Telstra Corporation

THE BUSINESS CONTEXT

Telstra Corporation Limited is a leading telecommunication and information services company located in Australia that can provide to national and international customers a truly integrated telecommunications experience across Asia Pacific, Europe, and the Americas with network services, data, voice, and satellite solutions.

Telstra is a driver of innovation for business customers with a national and international focus and strong integration capacity to bring solutions to its customers. Telstra Corporation is a conglomerate of different divisions generating revenues over AUD$ 25 billion (FY13).
Telstra Retail is one of the firm's divisions consisting in Costumer, Business and Enterprise and Government segments that generated over AUD$19 billion in revenue in 2013.

Telstra has built its reputation and market position by combining innovative services with a strong commitment to service quality and delivering the best subscriber experience. Despite their market position, service portfolio and visible brand name, Telstra is not very different to any other leading mobile providers, facing competitive pressures from the ongoing evolution of the market.

As a market-leading business, to assess and refine their network and customer services, develop and execute innovative strategies are key factors to lead in the market.

VISION AND MISSION

Vision

• To be the leader in agile network and managed services provision in the Asia Pacific region.

Mission

• We are committed to delivering customer service excellence

• We understand and demonstrate value to our customers

• We leverage our world class Global Next IP networks, operational excellence and Tier 1 status

• We provide managed network solutions to larger communication users in Europe and Asia Pacific

BUSINESS STRATEGY

In 2013, Telstra CEO David Thodey announced a refined long term strategy supported by business unit changes aligning senior leaders to growth opportunities in Australia and overseas, focusing on the critical areas of customer service excellence, core revenue and growth.

Telstra's strategy has three pillars:

• Improve customer advocacy;

• Drive value from the core;

• Build new growth businesses.

THE PROBLEM

One of the Telstra's commitments is to ensure that all customers have the best possible experience with the company. Therefore, the Telstra Customer Centre is responsible for providing exceptional and helpful support to its customers.

In regards to increases in competition and a large number of customers, the Telstra Customer Centre has received one of the highest numbers of complaints, significant decreases in its customer base and quality generated by dissatisfied customers.

The following issues outlined below have contributed to the loss of customers using Telstra:

• Insufficient number of staff;

• Lack of engagement among staff and managerial positions;

• Processes, policies and source of the problems are not well structured;

• Department's KPIs are not well-known by team members;

• Lack of communication strategies to address problems;

• Staff have not been trained properly to deal with queries, or are ignoring unsolved queries from consumers;

• Aggressive and inappropriate language used by staff when communicating with customers;

• Staff difficulty when dealing with "difficult" customers;

• Lack of performance management plan(s) by managers;

• Customer's complaints increased by 25% between 2012-2013;

• Volume of calls received by Telstra's Customer Centre increased in 15% in the last 3 years;

Hints:

• For further information about Telstra, access: https://www.telstraglobal.com/

• You might consider assistance from external human resources specialists as one of your strategies.

• Access your online material, including extra information and samples of the forms, plans and reviews.

• The information included in this material was partially created specifically for this case study and it doesn't reflect the real situation of the company.

Task 1

Consider there are 20 teams with 30 people each team within the Customer Centre. You are the Customer Centre Supervisor for one of these teams and your role is to improve the quality of your team members based on the problems addressed in this case study.

You need to create a work plan and complete a detailed performance management process based on the new business strategies, and address the following areas (as a minimum):

a) Develop work plans (performance development plan) in accordance with operational plans and allocate the tasks and resources available;

b) Allocate work in a way that is efficient, cost effective and outcome focussed, involving minimal impact on call handling;

c) Develop meaningful, measurable Performance Review with KPIs in consultation with your team;

d) Develop risk analysis, including contingency plans;

e) Ensure the process must be usable on a continual basis. Include the schedule for the performance management and review process that you would recommend for your team.

f) After the tasks above have been identified, discuss them, including the agreement on the work plan with a group of 03 students in your classroom. This consultation process facilitates a better understanding of groups and individuals.

FOR ONLINE STUDENTS: Discussions, arrangements and agreements should be done with other online students through the online Forum. If you have any queries, contact your Trainer/Assessor.

Task 2

In order to improve the quality of the customer service, engage your team members and improve the team's performance in accordance with the organisational policies and objectives you have to prepare a presentation to your group as part of the training program.

In your presentation you have to include:

• Company's standards, code of conduct, work outputs and policies;

• Performance standards, work plan, tasks, KRAs and KPIs;

• Motivation strategies and reward program;

• Feedback sessions and procedures;

FOR ONLINE LEARNING STUDENTS, record a video of your presentation (audio and visuals required) and send it to your trainer for feedback.

Task 3

As a result of the implementation of your performance development, management and review plans in Task 1, you have found that two members of your team have significant performance issues and they are not adhering to organisational policy in several areas. In accordance with organisation policy, you will have a formal feedback meeting with them, put together a detailed file note of your conversation with them, and provide them with a performance plan.

As supervisor, it is your responsibility to provide feedback and manage the follow-up. To complete this task you have to:

a) Develop a detailed file note containing the issues you would raise with the team members and what you imagine their responses might be. Ensure all of the issues are addressed, and include the questions you would ask them;

b) Develop an outline of a one-day training/coaching plan for the team members to try to correct their behaviours;

c) Develop an individual performance plan, ensuring you identify:

??KPIs specific to each of the team member and timeframes for meeting these KPIs;

??Your expectations of them;

??A schedule of follow-up reviews.

d) Reinforce excellence in performance through recognition and continuous feedback based on a reward program;

Task 4

After continuous formal feedback sessions you have identified one the team members has continued to perform below expectations. As part of your responsibility as supervisor you have to:

a) Counsel the team member who continues to perform below expectations and implement the disciplinary process if necessary as formal warnings, for instance;

b) Prepare a letter of Termination of Employment for the team member. You must consider the legislations and laws to dismiss an employee. Refer to Fair Work Australia to prepare the dismissal letter.