Annexure-V- Cover Page academic Tasks

Course Code: HRM515 Course Title: Performance Management System

Course Instructor: Mr. Ujjwal Kumar Pathak

Academic Task No.: CA2 Academic Task Title: Case Analysis

Date of Allotment: 19-08-2020 Date of submission: 09-09-2020

Student’s Roll no: A21 Student’s Reg. no: 11906560

Evaluation Parameters:

Learning Outcomes:
Declaration:

I declare that this Assignment is my individual work. I have not copied it from any other
student’s work or from any other source except where due acknowledgement is made explicitly
in the text, nor has any part been written for me by any other person.

Student’s Signature: Aaliya Ashraf

Evaluator’s comments (For Instructor’s use only)

General Observations Suggestions for Improvement Best part of assignment

Evaluator’s Signature and Date:

Marks Obtained: Max. Marks: ………………………

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Introduction:
The assignment is about improving the performance of a hypothetical sports club. For the same I
have chosen a Cricket Club. The focus is on improving the financial performance but the prime
focus is on improving the performance of Coach and the Players. The strategic objectives for the
same need to be framed first. Strategic objectives for a Cricket Club can be as following:

Strategic objectives:
Strategic objectives are statements that indicate what is critical or important in your
organizational strategy. The definition of strategic objectives is simple. A strategic objective is a
business need that can be defined in quantifiable and measurable terms. The strategic objectives
for a Cricket Club can be explained as following:

Achievement based:

 Motivation, long-term goals e.g. league/cup or short-term win next match.

 Care setting winning over skill/team development.
 Make plans age-specific, based on skills, experience and aspirations of the individuals
and team.
 Provide environment (especially in training) where all players experience some form of
achievement.
 Make training relevant. Plan ahead. Don’t leave things to chance.
 Practice as you mean to play.

Performance based:

 Describe processes or actions that lead to achievement goals.

 Involve player/team in performance goal setting
 Create feeling of “ownership”. Be specific: Clear and written down. Players “sign up” to
goals.
 Measurable: e.g. no more than one ball down leg per over.
 Challenging: Goals set should include weaker players.
 Flexibility: Alter as circumstances change.
 Prioritize: Multiple goals should be listed in priority. Dot balls, better running of singles
leads to wins.
 Practical Goal Setting

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Financial objectives:

 To manage the expenses. The goal is to reduce the overall costs incurred in the Club.
 Trying to find suppliers who provide quality inputs without charging huge amounts.
 Taking corrective measures to improve the overall profitability of the Club.
 Making sure that Club has provisions enough to deal with emergency.
 Focusing on the operations of the Club in such a way so that wastage is minimum. And
that is the key to improve the revenues.

Application of theoretical concepts:

Objectives: objectives need to be made very clear. For improvement in performance objectives
act as standards against which performance is measured. Not only this clarity of objectives helps
all the players in understanding the short term as well as long term goals of the Club. Their
actions and performance is directed by the objectives only. Therefore objectives need to be very
crisp and well communicated.

Communication: if finance is life blood of any organization then I think communication is the
arteries and veins without which blood is meaningless and life out of question. Smooth
communication is very important as it helps in developing a clear understanding of the various
aspects of a Club. A clear and easy communication between the Coach and the players is of
utmost importance for improving the overall performance.

Training: training is required not only in business organizations but it is of crucial importance in
sports clubs. Continuous training paves the way for up skilling of the players. It is the effective
and timely training which makes players competitive and helps in improving their overall
performance.

Feedback: feedback is as important as is the training. A much unbiased feedback from the
Coach can help players to know where they are lacking so that they can work to improve the
flaws. In case of Sports feedback from peers is equally important reason being any game is a
team effort. Therefore, team members are eligible to provide a very clear and fair feedback.

Performance monitoring: this is very important. It is totally in the hands of Coach as to how
efficiently he is monitoring the performance of the players. The effectiveness should remain
same and coach should try to correct players during the process of monitoring itself. This is
because on the spot correction results in better learning in case of sports. So, here the Coach is
responsible to be very much good at observing each and every small act and skill. Observation
skills of Coach have a bearing on the kind of feedback that he will later give to the players.

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Performance measures for objectives identified:
For measuring the performance of the objectives identified the KPIs play a very vital role. A Key
Performance Indicator is a measurable value that demonstrates how effectively a company is
achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their
success at reaching targets. High-level KPIs may focus on the overall performance of the
business, while low-level KPIs may focus on processes in departments such as sales, marketing,
HR, support and others. Here we have to focus on the KPIs of the Coach and that of Players. The
same is described below.

KPIs for the coach:

 Player productivity: Although this metric is hard to calculate, it says something about
the capacity of growth in terms of production of good players.
 Absence rate: The absenteeism rate in any organization is usually calculated by dividing
the number of working days in which the employee was absent by their total number of
working days. In case of a Sports Club this rate tries to calculate the number of days in
which players were absent in the practice sessions.
 Absence cost: this is calculated by a coach to find out the cost of not coming to the
practice sessions. The time factor can also be included in this.
 Satisfaction: in this Coach tries to understand to what extent players are satisfied with
the sessions and even their own performance.
 Player engagement index: this helps a Coach in measuring the attitude or engagement
level of employees. High player engagement predicts better productivity and vice versa.
 Quality of hire: this focuses on the ability of the Coach to select the good players in the
first place. Consistently maintaining a high quality of hire rating enables the Club to
reach its strategic goals.
 Training effectiveness: training provided by Coach on a regular basis is a determinant of
reaching to the final goals.
 Diversity Rate: Keeps track of how successfully the Coach is creating an environment
that fosters an open and accepting community.
 Training Cost per player: Helps to measure the amount invested in onboarding new
players.
 Average Time: average length of time that a player spends with the Coach during the
practice sessions.
 Percentage of Vacation Days Used: helps in understanding a healthy work –life balance
of players. It is done by comparing number of vacations with the actual vacation days
used.

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KPIs for the players:

 Use a separate ‘BOWLING RECORD SHEET’ for each bowler.

 Mention the name of each bowler.
 Make a bowling grid and bowling matrix and record information about each delivery in
both.
 In bowling grid for each delivery plot using the number of delivery and the line and
length of the ball.
 In the bowling matrix for each delivery record what happens to the ball.
 For a bowler calculate the number and percentage of deliveries that were outside off
stump, on the stumps, outside leg stump, too full, good length, too short, scored off,
defended, left or missed, bowling extras, dismissals.
 Use a separate ‘BATTING RECORD SHEET’ for each batsman.
 Mention the name of batsman.
 Make a batting matrix and a batting wagon wheel and record each delivery faced in the
both.
 In batting matrix record the batsman’s reaction to each ball.
 In batting wagon wheel estimate the number of runs scored and the direction of the
stroke.
 For a batsman calculate the number and percentage of deliveries that were left, played
with defensive strokes, played with attacking strokes, played off the front foot, played off
the back foot, played and missed, scored off in the different directions of the field,
dismissals

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Establish targets and thresholds:
Now is the time to set the targets. The targets are the final ends that the Club wants to reach. The
means to achieve these ends have already been described in the form of strategic objectives.
KPIs will help the measuring the performance and determine to what extent it is in line with the
final targets. The concepts that have been described are the tools that will help in meeting the
desired ends. The targets and thresholds are different for different organizations. For a Sports
Club these targets are going to be different and prime focus will be on reaching to the highest
performance level in the required sport i.e. Cricket. The main targets can be as following:

 Be focused on the batting target. It is always about crossing the line that the opposite
team has drawn.
 Try to break the batting target into something a bit more realistic.
 Set a target of first five overs for the openers, and keep batting partners setting 5-10 over
targets through the innings to keep the overall innings in sight.
 If batting first then set a “top 6 target”. That is to say the number of runs the team wants
batsman to score.
 Go with the targets like 100 in first 30. However, leave enough scope for variations.
 Target should be to manipulate the opposition to be 6 down at the 30 over mark.
 Target should be making the bowlers to bowl 12 dot balls in a row so as to put a lid on
the scoring rate.
 Target of fielders should be to keep a “clean sheet” during the team maiden and
preventing quick singles.
 Trying to put as much pressure on opposite team as possible.
 If batting first the threshold should be kept too high. At least as high that it is too far from
the reach of the opposite team.

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 Winning the game is the ultimate target. But for achieving this ultimate target the minor
targets as explained above need to be achieved.
 Reaching to a high level of performance in all the areas i.e. batting, bowling and fielding
should be one major target.