BSBHRM512

DEVELOP AND MANAGE PERFORMANCE MANAGEMENT PROCESSES

ASSESSMENT 1

1.

VISION: the company aims to increase its market share by 5% each year during 5 years. The
company is also aiming for a profit increase of 20% in the next five years, based on a
combination of cost efficiency and increased sales.

MISION: the company also aims to break in to the private sales market and supply fitnesss
equipment for home use, something that it is currently not doing.

CULTURE: the company has recognized a trend for busy professionals to tend to buy more
fitness equipment for home use so as to save time by not having to go to a gym or health club.

PURPUSE: the company will need to restructure its operations to accommodate this new
market, sales reps will be required to attend shopping centre displays and information
counters, as well as deal with customers directly who need in home information and
assistance.

OBJETIVES:

 Increase market share by 5% each year

 Increase of 20% in the next five years
 Break in to the private sales market

SPECIFIC: improve the characteristics of the product, improve marketing while the sales reps
attend shopping center displays and information counters, based on a combination of cost
efficiency and increased sales
MEASURABLE: the company aims to increase market share by 5% each year based through
the activities of a team of 15 sales representatives who are responsible for serving the needs
of the customers.
ACHIEVABLE: the company will need to restructure its operations to accommodate this new
market implementing the rights policies and the sales reps will be required to attend
and deal with custumers directly.
Realistic: The initiative is really important and the sales reps are required to report in
each Friday so the manager can get the feedback.
Time: The project can be executed in 5 years but the sales reps have to give a report
every week.

1. Discuss the performance management processes you suggest. Include the follow
information:
A.
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The performance plans for individuals or teams provide and opportunity to reflect on
how well goals are being achieved and what can be done to address any barriers to
attaining them.

Aspects of performance plans:

Specific goals to be achieved
KPIs
Action required to achieve goals
Time frames to achieve goals
Performance monitoring and evaluation.

This performance management cycle chart illustrates the steps to follow. The process
is a continual cycle of improvement.

GOAL: increase its market share by 5 % each year

KPIs: team of 15 sales representatives who are responsible for serving the needs of the
custumers
ACTION REQUIRED: product features and benefits and overcoming objectives
SUPPORT: sales team, manager.
TIME: every week they have to show a report and the goal going to demonstrate it
success every year

B.)
Information to gather employee's names, knowledge, initiative and all information
that can be related to employee and how it could help to provide better training and
create more efficiency.
These data will be collected through a survey and several meetings with staff from
different areas. It will be collected by employee performance review forms.
 c.)
identify the type of employees needed for the project.
Identify the features necessary to carry potential employee a better understanding.
Generating a training for achieve their goals.
Review the process obtaining feedback and give to the employees better training.

d).
The manager and the employee need to reach a mutual agreement regarding the
employee’s performance and both need to identify issues or barriers to effective
performance and to determinate appropiate solutions together.
the performance management system is a system with allows automatic reporting to
relevant managers and staff through review processes against organization's needs
2.
Key Performance Indicators are quantifiable measurements, agreed to beforehand,
that reflect the critical success factors of an organization
A Customer Service Department may have as one of its Key Performance Indicators, in
line with overall company KPIs, percentage of customer calls answered in the first
minute.
An organization that has as one of its goals "to be the most profitable company in our
industry" will have Key Performance Indicators that measure profit and related fiscal
measures. "Pre-tax Profit" and "Shareholder Equity" will be among them. However,
"Percent of Profit Contributed to Community Causes" probably will not be one of its
Key Performance Indicators.

You also need to set targets for each Key Performance Indicator. A company goal to be
the employer of choice might include a KPI of "Turnover Rate". After the Key
Performance Indicator has been defined as "the number of voluntary resignations and
terminations for performance, divided by the total number of employees at the
beginning of the period" and a way to measure it has been set up by collecting the
information.
http://management.about.com/cs/generalmanagement/a/keyperfindic.htm
 Management should:
Set performance goals and standards for employees
Discuss how goals are to be achieved
Explain performance indicators and the performance appraisal process
Organise appraisal interviews and PMS induction program.

3.
The training reponse to performance gaps should focus on developing strategies for effectively
monitoring employee behavior and outcomes. It should also address techniquesrequired by
managers to identify clear performance gaps and underlying reasons for poor performance.

One of the key functions of this meeting is to look at what needs to be done to achive the
purpose of the employee’s job.
The person that is going to be responsible for monitoring and managing performance is the
team leader manager of the training department.

4.
Effectively manage performance issues: there are two major causes of performance
issues. The first relatess to employees characteristics, including skill
levels,motivation,ability, training and so on. The second relates to work systems and the
enviroment in which the employee works. develop a collaborative strategy, provide
support, asking for possible solutions to correct it,

Conduct dispute resolution:

Dispute resolution Refers to the Processes by Which disputes are Brought to an end. This can
Occur through:
a Negotiated outcome, Where the parties concerned sort things out Themselves
a mediated outcome, Where the parties use the services of an independent mediator to help
them arrive at Their Own agreement, or an arbitration or adjudication outcome, Where an
independent arbitrator or court Determines how the dispute is to be resolved and Makes a
binding decision or order to this effect.
the process for making a complaint, both formally and informally. That people who make
complaints will not be disadvantaged or victimised. The guidelines on internal investigation
procedures and record- keeping.

https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-
guides/effective-dispute-resolution

Terminate employment based on performance:

When an employees’s performance is unsatisfactory, managers have a responsability to
acknowledge the problem and take corrective action. Most underperformance problems can
be resolved when managers address them promply. The organisation should have policies and
procedures for addressing poor performance.
identify the impact, gain acknowledgment, solve the problem, agree on actions, follow up.
All line managers should receive some basic training in how to identify and address porr
performance.

5. In our case of study we can identify our performance management so we can

demostrate how can we foolow our last information to generate the exactly
information we need to solve all needs in the company to obtain succes.

Manager Feedback Problems issues Solutions Timeframes

Line manager Performance Industry Training, whenever
and new training averages performance necessary
adapted for new planning
employees meetings
about the goals
and process to
follow
 Staff Review the Its need Training, whenever
operation and comparative meeting necessary but
generate a with the Assistance, most important
feedback to see feedback offering strategic after each
the issues support feedback that is
getting weekly

Terminate employment based on performance: identify the impact, gain acknowledgment,

solve the problem, agree on actions, follow up.

6. The stakeholders consulation is important for the long term effectiveness of the
organisation and building a sustainable performance management system.
Stakeholders can include the following in our case:
Senior management
Line managers and supervisors
Employees
Union representatives

Form the last stakeholders we going to try to get a feedback to use for get better in a
good costumerservice a fix differents problems generated for the new process
adapted. So the actions that should help us to solve it involve checking the training
used and give reorientation and see the possibility to share all the information so
everyone can work as a team and i will be generate positive action in the new
implementation plan because they have to make sure it is working and they are
improving their services.

7.
A. our performance process will be implement with the existing policies to ensure they
are up to date, compliant and meeting the organisation’s overall objetives.
In other way interviewing process workers, team leadres and line managers about the
existing performance management process to identify any misunderstandings, so all of
this can be demostarte using:
training process
responsibilities
responsible
timeframes.
B. Lee require relieve to hear from the sales reps the report in each Friday so he can due
to deliver a presentation or conference to generate as well the feedback for the nex
week that the representatives have to use to generate better satisfaction to the client.

C. entering new markets and improving the current market, Getting information from the
past and looking at new strategies that allow us to improve and grow.
 8.
The workplace health and safety, antidiscrimination, privacy and confidentiality, and
workplace equity and diversity policies all have some impact on the management of
performance within and organisation.

The Anti-Discrimination Act 1991 outlines areas where discrimination is prohibited in

Queensland.
ADCQ's website provides information brochures on a range of types of unfair treatment,
including:
 age discrimination
 gender issues
 impairment discrimination
 pregnancy and breastfeeding
 racial and religious discrimination
 sex discrimination
 sexual harassment
 sexuality discrimination

https://www.business.qld.gov.au/business/employing/employee-rights-awards-
entitlements/anti-discrimination-eeo
 ASSESSMENT 2

1. A clear performane gap can be about: work target not being met.
Performance gaps in behaviour relate to actions undertaken by employee
that do not comply with organisational policies and procedures and that
may have a negative flow on effect to customers, suppliers or work
colleagues. Target related performance gaps apply to underperformance of
work targets. In our case to cover our gaps the objetives of improvemet
shoul be:
1 document completed
1 weekly meeting
1 past on information.

2.

The company may have to use different strategies to provide a good training:

personal development activities, mentoring, coaching. So she will get new knowledge
to improve herself at work

GOALS:

 Increased sales
 Develop stronger training in customer service to the sales reps

SPECIFIC: based on a combination of cost efficiency and increased sales

MEASURABLE: feedback based on customer service
ACHIEVABLE: The objectives are achievable implementing the rights policies.
Realistic: The initiative is really important and aligned with sustainability initiatives
current goals and objectives.
Time: The project can be executed in two weeks but it should be continuously with her
and with all team members to achieve goals of the company.

The representatives sales have to complete documents on a weekly basis and that
report have to be internal using meetings to show the efficency progress into the
process.
In our case we can see that there is a poor performance progress that we can fix using
an expecific external training to to identify RTO and be more consequent with the
proyect or process in general.

3.
Line managers are responsibles for identifying individual work targets and objetives
depending the area or costumers that they have. As someone responsible for
performance management processes, you must create procedures that allow line
managers to integrate work targets with performace
Also is important to look the performance reviews for achieve better work skills and
generate efficiency for the employees at the work place with team members.
 4.
The formal performance managemet sessions provide a means through which the
elements of panning, monitoring, developing, assessing and rewarding can be put to
good use. One of the keys functions of this type of session is to look at what needs to
be done to achieve the purpose of the employee’s job, to meet new challenges and to
make better use of their knowledge, skills and abilities and develop their knowledge,
skills and abilities.
the timeframes for each activity at the beginning are going to be one week after she
attend to the specific training and also it will generate a feedback better service
achieving company`s standard.

5.

A. learning and developing plans are subject to constat review and change and
undertaking a performance gap analysis assist in determining needs of an
employee. The appropriate providers can be internally or externally for Jordan`s
case because the performance development options for internal process should
use:
 Mentoring
 Coaching
 Debriefing
 Career counselling\
And all of those can provide with a good information of how they should improve their
new system or operation plans from the internal view. But if we see the external
providers can generet more effectiveness in the new process and ensure that the
person or organisation has the resources, capacity, skills and knolowledge to meet
organisational, work group or individual requirements.

B. the coaching or mentor will monitor the learning using feedback and they will
help her given a new training manage performance so she can use it all of the
new knowledge to apply in the standards needed. And also her mentor have to
get meetings with her weekly to give her orientations in new management
process that she have to apply in case she need it.

C. Kearning and development activities need to address specific underlying

employee training and development needs, and a provider is identified,
managers can then discuss the specific outcomes they are seeking and
negotiate strategies for achieving those expectations.

6.
A. in this case the reports or date that they may want to collect should
sipport os show the following:
 the start date for commencement of activities
 expected outcomes to be achieved
 progress made towards outcomes.
 So it is very important to identify this information to give a exactly information to
LEE and she can take action in the next step depending the gaps, issus and
feedback generated from the meetings.

B. monitoring performance improvement efforts and ensuring comply with

quality assurance standars are essential parts of managing a
performance managemet system.
Managers may be called on to monitor the extent to which learning and
development meet quality assurance requirements, particulary
regarding customers satisfaction requirements.

7.
Under The Privacy Act 1988 and state legislation, an employee has the right to see,
copy, respond to and know about personal information held by an employer
This includes the collection, use, storage and disclosure of personal information, and
access to and correction of that information.
Personal information such as that recorded during performance management sessions
must be stored in accordance with organizational policy and legal requirements.

The information that the company will keep about Jordan`s progress is going to be
store securely to prevent unauthorised access and the only person that can get in is
her mentor using a store with password.

8.
A. As a legal document, her mentor should take every step to record
accurate performance management information, including:
 Dates and times of performance discussions.
 The performance issues or misconduct in question.
 Where and how the issues occurred.
 How long the issue has been a problem.
 Steps undertaken to resolve the issue
 Agreed performance plans
 Signatures by parties involved.
 Any other relevant information.

B. the mentor is the person to providing mediation services have to be

between the line manager and employee to help resolve a dispute.
A mediator can help resolve a dispute by:
 Providing an objective viewpoint.
 Helping the parties negotiate a mutually agreeable outcome.
 Independently verifying what was discussed and agreed at a meeting.

The strategies for effective mediation should be

 Practise active listening by taking notes as the manager and employee speak
and asking questions to clarify
 Suggest compromises by presenting a course of action that both parties can
agree to
 Create a plan by documenting the agree actions and agreeing on a review
schedule if required.