Name: Rojeena Shrestha Id:

C2091M0419

BSBMGT502 Manage people performance

Assessment Task 1 - Report & Case Study

Question 1

Policy Template

Company Background:

KFC landed in Australia in 1968 when the first store was opened.KFC serves 2 million
customers every week (a lot of chicken) through over 600 stores across Australia. This makes
KFC one of the largest fast food chains in the country. The company employs more than 30,000
Australians and serve more than 2 million customers weekly.

Policy Name: Performance management policy (KFC)

Policy Number: CBR800N098 Contact Officer: James Anderson
st
Date Approved: 1 November 2015 Date for next Review:1st November 2016
Overview: To determine how much of an existing business model is worth keeping in emerging
markets and how much should be thrown away. It is concerned more with how a business
competes successfully in a market. It concerns strategic decision about choice of products,
meeting needs of customer, gaining an advantage over competitors, exploiting and creating
new opportunities etc. It focuses on issue of resources, processes, people etc.
Aims and Objective:
Aims:
• To be more popular than other fast food chains,
• To expand and be in every country.
Objectives:
• To have polite employees.
• To make the customer happy.
Unit Teams:
● KFC staff.
● HR department.
● Employee and employer.

Responsibility for Performance Management and Training:

● To provide training and advice to managers on the implementation and appliance of the
Training and development policy
● HR Department/Store Manager.

Policy Implementation:
This policy is guided by the procedures set by industrial law, awards and employment
Agreements that apply to KFC. Among others they include:
- Privacy Act 1988.
- Equal Opportunity Act 2010.
- Fair Work Act 2009.

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Name: Rojeena Shrestha Id:
C2091M0419

Manager’s responsibilities: To ensure and review the policy, overseeing restaurant protocol,
setting schedules, hiring and training new employees, taking inventory and placing food orders.
Carry out training for staff to enhance staff skills. Also carry out skills gap analysis to determine
staff’s skills gap in order to determine the need
for training organize staff’s training.
Employee’s responsibilities:
• Conduct themself codes and producers.
• Make sure to comply the written policy, serving customer, preparing food, greeting
customers, taking orders, and completing customer transactions on the cash register

Performance Management Framework:

• Monitor ongoing performance.
• Maintain performance department.
• Leadership is essential to creating the culture of professional improvement, feedback
and development necessary to support training and development for staff
• Participation in the training and development process must enable every employee to
understand KFC values and strategic priorities and the way in which their role and
performance outcomes contribute to achieving these.

Equity:
• Liabilities and assets.
• KFC uses demographic segmentation to serve the market as per the customer needs and
wants. It used to serve the same menu all around the world which means that it was
using undifferentiated targeting strategy.

Performance Management KPIs:

• Net profit.
• Revenue improvement.
• Cost reduction.
• Brand Equity.
• Customer Satisfaction.
• Sales by location.

Funding:
$40million.

Procedure Template:

PROCUDER #: Training and development policy

TASK ● Training and development procedures.
DESCRIPTION: ● Training delivery.

DEPARTMENT: Human Resources.

APPROVED BY: HR manager Date: 20/10/2015
Procedure: Rojeena Shrestha

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Name: Rojeena Shrestha Id:
C2091M0419

Numb Action Description Standard Who

er Required
Action
1. Training and The development of an Training And HR Department
Development effective Training & development
Development Plan is based on criteria
identifying the skills,
knowledge and
Competencies required by
Organization Members to
perform their roles, functions
and responsibilities. Each
Organization should decide
which areas are most
important to them in the short
and medium term.

2 Training Training delivery can include: Training and HR

delivery -Seminars development
option -Conferences criteria
-On the job training
-Mentoring
-Coaching
3. Conduct The first step to a Every meeting Chairman/
Meetings productive meeting is we Manager/
to be well prepared take time Supervisor
for it. This means about
defining the 45 minutes.
objectives and desired Every
outcomes of the staff of the
meeting in an agenda. company
should
participate in
the
meeting.
4. Set KPIs KPIs help Standards Chairman/
organisations should Manager/
understand how well be achievable. Supervisor
they are performing in standards
relation to their should
strategic goals and be
objectives. First, you measurable.
start with a strategic the number of
objective, then you performance
decide how to standards and
measure it (your KPI) KPIs should
and then define a be
target for your KPI. manageable,
and.

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Name: Rojeena Shrestha Id:
C2091M0419

performance
standards and
KPIs should
be
clear and
straightforwar
d to
interpret.
5. Sales Report Sales analysts collect Adopting a set Manager/
and analyse data to evaluate of Supervisor
existing and proven sales
potential clients, standards is a
markets, products and simple
business opportunities. They exercise
research and evaluate when you use
economic, competitor, the
market, industry and right
customer growth framework.
trends and conditions. Process of
sales
report is done
fortnightly.

Job title Name Signature Date

Employee/Candidate Rojeena Shrestha 01/10/2019
Supervisor/Assessor Sabitri Malla 01/10/2019

Prepare a one-page report that outlines the reasons as to why the organisation lost its case
and also what it ought to have been doing for it to have successfully defended its position
against Sam’s claim of unfair dismissal. Your report should include:

Explanation as to why the organisation lost the case.

• A risk analysis of the case and strategies to mitigate future risks should similar situations
arise

• Describe the conditions under which misconduct and serious misconduct may be
deemed to exist within Sam’s case

• List any legislation that applies and any internal policies and procedures that may have
applied in situations like Sam’s case

• 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 fair and reasonable

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Name: Rojeena Shrestha Id:
C2091M0419

• List which documents would have to be developed for the organisation to evidence that
it has implemented a process to support non-performing employees?

Answer: SAM Case Study

1. Introduction

This is a case which is related to SAM who is an employee of an IT company. She is upset
because previously she has missed some projects and right now, she is working at a project
which is not familiar to her. As manager I have been asked to assess SAM’s difficulties and
track the progress of SAM at workplace. SAM has been facing problems at her work and she
has been consulting to Doctor. In a meeting SAM walked off because of her poor health. The
supervisor and Human resource department to dismiss SAM from Company by sending
registered mail in his address. Sam took an action by filing a case of unfair dismissal with
Australian Industrial Relations Commission. SAM has won case of hearing because there was
no evidence related to fair dismissal process of SAM. It was being analysed that due to poor
management and Loopholes in the HR system SAM won case and penalty was also being paid
to her.

2. Losing the case

The Organization lost its case because it was not having any written evidence against SAM.
There was no verbal and written warning related to poor performance of SAM. There were no
timelines being set by manager to review performance of SAM. The management did not try
to understand SAM’s situation regarding his poor health which was affecting her performance
although training was being provided to her. The management should not send termination
letter because without giving him any office. The management failed to follow the disciplinary
process, investigation was not being carried by them, there was no track record of meeting
being scheduled with SAM, original medical certificate was not being produced at hearing
time, no coaching session was being provided to SAM, managers did not give any comment &
review related to SAM’s performance and company failed to produce any physical evidence
which could prove that SAM was not disciplined at their company. Moreover, Company had
to pay a penalty to SAM in terms of harassment & emotional distress being caused by them to
her.

3. Risk Analysis for Mitigating the Future Related Risks

The risks analysis will help company to prevent several types associated with their workplace.
If the management of Security Company would have calculated risks, then they could have
resolved issues related to disciplinary process and financial risks could have been prevented
very easily. In such Situation Human Resource Department of Security company should play
an active role for analysing risks which can be associated with their employees. There should
be formulation of proper rules & regulations which will help in developing a healthy
employment relationship at workplace. The employees who are being fired without any reason

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Name: Rojeena Shrestha Id:
C2091M0419

can create multiple problems for their organization in the coming future. The future related
risks can be informed of loss of business, government intervention at workplace and
harassment being caused by the management.