BSBMGT502 – Manage people performance

Student name: ________________

Student ID: ___________________
Table of Contents
Learner instructions 1................................................................................................................3
Meeting the manager of kim at garden center......................................................................3
Meeting Kim to dicusss empoyement....................................................................................4
Risk assessment for seconding an employee.........................................................................7
Lerner instructions 2..................................................................................................................9
Revised policies for performance management....................................................................9
Training session plan............................................................................................................11
Question and answers session response.............................................................................12
Training session poresentation (performance management os austrtalian hardware and
improvements in the current system).................................................................................13
Learner instructions 3..............................................................................................................18
Informal Coaching session...................................................................................................18
Performance development plan (before meeting the employee)......................................20
Performance development plan (after meeting the employee).........................................22
Learners indtructions 4............................................................................................................25
Question1: motitoring and coaching...................................................................................25
Question 2: the legal context of performance management..............................................26
Question 3: seeking advice..................................................................................................26
Question 4: consellung and support....................................................................................27
Question 5: dismissal...........................................................................................................28
References................................................................................................................................29
Appendix 1: job description – customer sales and service representative.............................31
Appendix 2: employee work plan............................................................................................34
Appendix 3: formal coaching session.......................................................................................37
Learner instructions 1

Meeting the manager of Kim at the garden centre

Kim's manager: greeting sir, how may I help you?

Homewares manager: greetings, I am here to discuss some essential points about your
employee Kim.

Kim's manager: oh I seem I hope everything is fine. Did he have misconduct?

Homeware's manager: oh no. I am a hardware and homewares' manager at the Australian

hardware store. One of my customer sales and services staff members are going for a one
year holiday, and I have received the application of Kim for secondment. I need to discuss
Kim if he suits this job or not.

Kim's manager. Well, I need to know the type of job you re offering for Kim. She has been an
outstanding sales representative at our store.

Homewares' manager: this is obviously good to know, but the thing that worries me is how
Kim would perform in our store as yours and our stores have an entirely different nature. he
would not be having any product or operational knowledge.

Kim's manger: can you show me a document for the job description for your position? This
can help me to talk to you better.

Homewares' manager: sure, here you go (see appendix 1 for job description)

Kim's manager: (looking at the job description) well, Kim has never worked in the
department you wish to deploy him at. She previously worked at a confectionery and baked
products store. When she came here, we held him on a six months training period where we
informed him about different products and trained him for the job. Fortunately, she was
very adaptive and had a food mind. She caught everything very frequently. She also has a
good record in our department as she never fails to reach the departmental goals of
monthly revenue.
Homewares' manager: this is good to hear. I want to hire Kim's service for a year until my
staff member returns. We can consider to hire her continuously if she performs well. We
have a departmental target of $10,000 of revenue via sales.

Kim's manager: that's good, I can assure that Kim has an excellent attitude and capability to
acquire new skills and settle into the new environment. This is what I'm saying considering
my experience with him.

Homewares' manager: this is good to hear. Thank you for your time. This meeting has
helped me to solve many queries regarding Kim and his performance.

Kim's manger: your welcome sir, it's my pleasure to help you.

Meeting Kim to discuss employment

Kim: Hello, sir, this is Kim.

Homewares' manager: hey, please have a seat.

Kim: thank you, sir.

Homewares' manager: so Kim, I had been looking at your record of performance is customer
service and sales representative at the confectionary store and then at the garden centre. I
must say that you have done an excellent job in your positions.

Kim: thank you, sir.

Homewares' manager: let me first share some information about the organization for your
ease. This is the Australian warehouse Wollongong store. We deal in different
manufactures, imported and local hardware and home appliances. We provide a wide range
of primary and minor hardware's resources to our customers. We have a reasonably good
reputation from the customers of Wollongong. We also deal with some retail shops and
dealers in some other locations in Australia.

Kim: all right, great!

Homewares' manager: now, when you know the relevant information about the
organization, let's discuss your position at our hardware and homewares' department. I will
be your reporting person. You will work as a customer service and sales representative and
would be required to deal with customers when they visit our store, and you have it guide
them about different hardware and also help then by giving them expert advice about the
hardware and helping them check and try different hardware. You are also expected to help
in departmental arrangement and maintaining the décor of the organization. You will not be
involved in the cleaning stuff but in hardware arrangement and location stuff. You may be
appointed at the sale terminals so you might need to handle the computer wrong sale
entries and matters.

Kim: noted sir. What are your monthly targets for sales?

Homewares' manager: well, we except our permanganate customer services and sales
representatives to achieve the monthly target of $10,000 in revenue via sales. But, we
expect you to achieve almost 80% targets during the first six months where you will be held
in the transition and training period. You need to work with fellows and learn about
different appliances and sells information. You are also expected top earn operation of
telephone, fax machines, power tool, forklift and computers for sale terminal.

Kim: I have an experience of operating forklift, power tools and sale terminal computers
during my previous work.

Homewares' manager: that is good. We expect you to be punctual and on time. We do not
compromise on the health performance of our staff so you can have rest during our free
time. However, when customers are on-store, you have to be alert and smiling. You must
give proper and honest advice to the customers. There are similar products which are
available in bulk, so you need to give them advice based on the reviews and
recommendations we receive for each product. You can view this information from our
social pages.

Kim: aright.
Homewares' manager: I have developed an employee work plan which will comprise of your
work requirements and essential guide. You can ask any questions. Have a look at this plan
(see appendix 2 for employee work plan).

Kim: I see, I can see my roles and responsibilities very clearly, can you tell me some more
about the organizational and departmental code of conducts?

Homewares' manager: yes, why not. Here, you are expected to help fellow employees to
the greatest extent possible. you might be hired in someone else's position without any
prior notice. You should abide by these appointments. You must never indulge in any
unethical actions or fights with the employees. You have to be good with all type of work
that can be expected from a person at your position. You might be sent for some outdoor
marketing tasks to handle customers into the campaign drives. You must be ready for such
events. If we observe a decrease in your sales performance or you to meet the monthly
sales target, you might be involved in other works to compensate your wage, or you would
be paid less. This decision depends upon the employee, whichever he selects. What would
you opt for?

Kim: well, I'd select for compensatory work in case I don't see success to meet the monthly
target.

Homewares' manager: very well, any other queries?

Kim: uh… no.

Homewares' manager: very well, you can have a dep look on your work plan and contact me
anytime when you need. You can have my card to note my contact inflation. Other than this,
you can contact the receptionists to have a product catalogue which can help you to know
about the products and tie features.

Kim: all right. sure I'll.

Homewares' manager: when can I expect to see you at work?

Kim: I'll join from tomorrow. What are my shift timings?

Homewares' manager: that's good. Your shift timings would be from 4:00 PM to 08:00 PM.
You are expected to report 15 minutes' prior commencement of your shift in your
departmental attire.

Kim: All right, where can I get my attire dress from?

Homewares' manager: you will be given one tomorrow.

Kim: Oh, all right.

Homewares' manager: thankyou Kim, I expect to see the best efforts from your side.

Kim: sure sir, I'll try my best and give my best services to this new company.

Homewares' manager: great. Good day!

Risk assessment for seconding an employee

Risk Risk Risk controls monitoring timelines Responsibiliti

likelihoo impac es
d t
(out of (out
10) of 10)
Reduction 6 8 Record daily observe 1 month Accounts
ins sales of the daily for each officers,
company company performan performan customer
sales and ce to ce analysis service and
revenue observe representativ
any e
fluctuation
s
Complianc 7 8 Train new Keep 2 months Customer
e risk for staff about security to train the service and
material hardware measures staff sales
loss due handling and perfectly representativ
too protective es
hardware measure to
loses done reduce
with product
mishandli loss
ng
Manageri 5 9 Convey Keep check 2 months Customer
al loses organizationa of staff to train the service and
for the l performan staff and sales
miscondu professionalis ce and lifetime representativ
ct of m and ethics take strict performan es ,
employee to the actions ce check homewares'
s and employees against manager
customer and staff misconduc
loses t
Lerner instructions 2
Revised policies for performance management
Current policy review

The current performance management system has a manual system which can be used to
analyze the performance of the employees. The sales generated by each employee are
recorded and compared to the monthly sales target. The complaints received for each
employee are also received and acted upon [ CITATION Xav17 \l 1033 ]. This has damaged
the employee performance of the organization to a great extent, and the company can face
severe challenges if the trend goes on. There is a dire need of amendments into the
organizational employee performance metrics and criteria. The methodology of employee
performance should also be enhanced for this purpose. Therefore, here is a recommended
plan for the organization, which can lead to a change in organizational performance,
especially employee performance [ CITATION Han04 \l 1033 ].

Recommendations to the employee performance management system

Here are a few recommendations to the employee management system to enhance the
overall performance of the employees and the organization.

1. Software-based management system

The amendment proposes an employee management software which can provide all
tools and technological services for the employee performance management. Likely
software that can be used is BambooHR, 15Five, Clear company and IBM Talent
management [ CITATION Sus20 \l 1033 ]. This software provides a large number of
features and tools that can be used for efficient employee management.
2. Feedback record
The feedback received about employees from customers and should be recorded
using the virtual management application. This can help to maintain an employee
portfolio and take notes of the mistakes an employee conducts most frequently. This
can assist in acting as per the employee’s performance [ CITATION Bar191 \l 1033 ].
If training sessions can assist, they can be arranged. Any managerial and product can
be handled using penalties and firing, in severe cases.
3. Performance chart
The performance chart should be established based on the work of the employee.
Not only the sales target accomplishment be recorded into the chart, but other work
such as departmental maintenance [ CITATION Men19 \l 1033 ], loading help and
other work should also be added into the organization so it can help the analysis
officer to know about the overall performance of the client.
4. Employee appreciation program
The company should try to conduct an employee appreciation and appraisal
program. An employee of the month or best performance of the month can be
awarded some prizes, cash or tokens of appreciation which can help the employees
to have higher morale and perform better [ CITATION Hic18 \l 1033 ]. According to
the current report of employee performance, 45% of the employees are facing
reduced confidence and optimism due to disengagement felt by most of them. This
can be held with these employee engagement programs and activities. Another
activity that can be helpful for employee management and feedback record is an
anonymous feedback system which may be held once in a month or a trimester
[ CITATION Mar17 \l 1033 ]. This can help to achieve more feedbacks about the
employee performance to assist in performance analysis and can also keep the
employee engaged and honest.
5. An HR management officer:
Employee management and Specialist officer can perform the best task pf employee
performance and management with the best expertise. He can assist all managerial
performance and employee supervision tasks [ CITATION Bar191 \l 1033 ]. HR
managers can use professional methods, techniques and theories for the working of
employees and their performance evaluation.
6. Training and management flaws
The employees can also be engaged in training programs and assistance sessions.
They must be taught and trained in different organizational operations, and the
company must look forward to achieving better goals with the organizational context
[ CITATION Min07 \l 1033 ]. These training sessions are advised at two phases;
 A transition period (during first months of hiring): this would include training of
all organizational operations that are related to the job, knowledge about the
 rules, regulations, procedures and code of conduct. A brief about the
punishments, penalties and mistakes conducted would also be given, whereas
none of these would be applicable during the transition period.
 Service period (after the first six months of hiring and throughout the
employment): these training sessions can be involved whenever the organization
finds it helpful to train the employees for specific tasks. The organization can also
take sponsored training programs from operational sire training companies as an
attempt for the employee betterment policies.

These training sessions can help to handle the task, operations and management
flaws for the organizations [ CITATION Xav17 \l 1033 ]. This can assist you in
achieving more targets for employee performance and operational success.

Training session plan

Training session for employee performance system
Date: Time:
Deliverer: Hardware and Audience: Organizational staff
homewares’ and
manager
Training session 1. Convey the existing employee management and
objectives performance system to the staff
2. Convey and show the employee performance metrics to
the staff for their assistance
3. Give examples regarding the impact of failing employee
performance on organizational progress
4. Convey the amendments into the organizational employee
performance management system
5. Conduct a discussion session with employees to handle
queries and respond to their questions
Trainer session Module 1: Introduction and elaboration of the current
outlines employee performance
Module 2: Discussion of flaws of current employee
management and performance record
system and its impact on the organizational
 performance
Module 3: Elaboration of the recommended employee
performance and management system and
discusses its successes
Module 4: Conduct a discussion and question-answer
session on the proposed employee
performance management system with the
reorganizational staff
Material and source Multimedia projector, presentation room, seating arrangement
requirements
Extra points All organizational staff (new/old) are advised to attend the session
to be aware of the employee performance management system of
the organization which is to be used for their evaluation
Notes N/A

Question and answers session response

1. How certain are you for the success of this management system?
We are confident that the new system would create ease in the employee
performance and management system. We can achieve better results out of or
existing employee capabilities and HR with this new employee performance
management system.
2. Won't the new system be costly for the organizational finances?
We believe that the employees would provide the best services to the organization
and would help to achieve much more revenue for the organization. The financial
cost required for the new system would be compensated with the achieved
organizational revenue. This investment in organizational operations can be
beneficial to achieve more for it; therefore, this investment is beneficial and
profitable.
3. Do you think this new system can help in enraging the employees and lift their
confidence?
We have proved various strategies which can help to engage employees in different
ways. We believe this can help to achieve higher employee trust and confidence with
these engagement strategies.
 4. What specific goals do you expect to achieve from this system?
We specifically target the reduced employee perfume and the flaws in the current
management system for the recordkeeping, goal-setting, performance management
and fee backing system. We expect to achieve more with the new system and can
work as a control to the risk of reduced productivity, customer loss and credibility
loss.
5. What do you think damaged the organizational progress with the current employee
performance management system?
The current system was leading to reduced employee performance in the
organization due to lower esteem of the organizational employees. This was leading
to reduced optimism in employee performance. We believe that the new system can
help to achieve more targets for the company.

Training session presentation (performance management of

Australian hardware and improvements in the current system)
Learner instructions 3
Informal Coaching session
(also refer to the employee informal coaching plan in Appendix 3)

Homewares’ manager: hey Kim, come to have a seat.

Kim: thank you, sir, I hope everything is going well.

Homewares’ manager: yes, Kim, everything is fine. You know that your transition period of
six months has already ended yesterday. I called you to discuss your performance in this
transition period.

Kim: oh, yes, I see. I hope my performance was impressive for you.

Homewares’ manager: Kim, I must say that you are very dedicated and committed
employee and this can help you to achieve more success and us to make more revenue out
of your services.

Kim: thank you, sir.

Homewares’ manager: Kim, I had been going through your performance, and my HR
manager made an employee performance plan, and I observed it. You can have a view at
your employee review as well.

Kim: yes, why not.

Homewares’ manager: you can consult to the HR manager after this meeting so he can
guide you about the plan and you can also carry away a copy if you promise to keep the
information confidential.

Kim: sure, I will.

Homewares’ manager: well, Kim, I had an in-depth look into your performance, and there
are some points which I must mention. You are expected to produce $8,000 sales per
month, achieve 8/10 customer response, attend 30 training hours and conduct quick
(average 2 minutes) transactions.

Kim: yes, I was told about my milestones earlier.

Homewares’ manager: Kim, you achieved $5,000 average sales during the transition period
of six months. Your customer focus response was 5/10, and the customers and fellow
employees were very unconfident with your performance. Your behaviour was good, but
knowledge and competency to work were incompetent. You were unaware of the necessary
information about the products which lead to a misconception of the employees. You
attend only one 7-hour training session. You took 5 minutes on average to complete one
transaction, with many mistakes did that need to be handled.

Kim: Oh, I am sorry I could not work up to the mark.

Homewares’ manager: not a big deal, there are many things you can do for your
performance. You can attend more training sessions and can complete the 30-hour training
session requirements. This sales training program can also help you to achieve more sales in
a month. You can focus more on the product information and involve more in product
discussions with the employees. This can help you to know more about the products. You
have to work on the transaction and sales productions which can help you to complete the
process in less time.

Kim: I will surely look into these points. I had a pretty busy schedule, and the training
sessions were out of my shift timing. Therefore, I was unable to attend those sessions. I
wonder if some more sessions for me can be arranged in my shift timings or some timings
that are conveyed to me earlier so I can make out time.

Homewares’ manager: yes, why not. I will talk to the trainer officer to talk about the time.
Can you tell me the time that you can be available at?

Kim: I am usually available at 11:00 AM to 02:00 PM, and then my shift starts at 04:00 PM. If
conveyed earlier, I can also makeup from 11:00 AM to 04:00 PM for the training session and
then continue with my shift.

Homewares’ manager: great I’ll surely make sure that timings and sessions details are
conveyed to you earlier. We observed that you were very committed to throughout and
very helpful throughout behaviorally. There are many ways to improve, but your
commitment and nature to learn can help you to perform well.

Kim: I will surely look into these points.

Homewares’ manager: we will conduct a nest performance review of you during the next
trimester of you feel ok with that. This can help us to know about your progress.

Kim: if you do not mind, I’d prefer a semester review for me. This will give a good time to
improve and perform well.

Homewares’ manager: well all right, we can have it done after six months. Good luck, we
look forward to hearing right from you next time. You may now join your shift. Do not forget
to complete the performance development plan and sign it. Submit it whenever done to the
HR department.

Kim: Sure, thank you!

Performance development plan (before meeting the employee)

Name and positions: Kim smith (customer service and sales representative)
Manager: hardware and homeware’s Review period: six months
manager

Reference from Key result area Indicator of Status report/results

operational plan success/performance
Monthly sale target $10,000 sales The extent of She managed to
revenue from each employee achieving achieve $5,000 in
employee ($8,000 the target revenue at average
sales revenue for determines this each month.
staff in the success besides
transition period) other target
operations
Customer focus 8/10 score The extent of helping She achieved a 5/10
score customers and other score. The
employees with the employees were not
services determines confident about her
the performance of information.
the employee Customers could not
besides other spend a good time
operations in the store and
 conduce quick
purchases.
Internal process 2 minutes per sale The ability of the She made one
efficiency transaction employee to conduct transaction in five
correct and quick minutes with
transactions various mistakes
indicates success. that needed to be
handled
Training session 30 hours of the More training and She attended one 7-
training session are better performed hour session for the
advised for the during the shifts sales employees
employees would be considered training
as better
performance

Achievements: Areas of opportunity:

She achieved $5,000 average sales during She can attend more training sessions and
the transition period of six months. Her can complete the 30-hour training session
customer focus response was 5/10, and the requirements. This sales training program
customers and fellow employees were very can also help her to achieve more sales in a
unconfident with her performance. Her month. She can focus more on the product
behaviour was good, but knowledge and information and involve more in product
competency to work were incompetent. discussions with the employees. This can
She was unaware of the necessary help her to know more about the products.
information about the products which lead She has to work on the transaction and
to a misconception of the employees. She sales productions which can help her to
attended only one 7-hour training session. complete the process in less time.
She took 5 minutes on average to complete
one transaction, with many mistakes did
that need to be handled.
Next performance review period: sixth to ninth month of employment
Manager’s comments:
We observed that you were very committed to throughout and very helpful throughout
behaviorally. There are many ways to improve, but your commitment and nature to learn
can help you to perform well.

Signature: abs, xyz date:

Staff members’ comments:

Signature: date:

Performance development plan (after meeting the employee)

Name and positions: Kim smith (customer service and sales representative)
Manager: hardware and homeware’s Review period: six months
manager

Reference from Key result area Indicator of Status report/results

operational plan success/performance
Monthly sale target $10,000 sales The extent of She managed to
revenue from each employee achieving achieve $5,000 in
employee ($8,000 the target revenue at average
sales revenue for determines his each month.
staff in the success besides
transition period) other target
operations
Customer focus 8/10 score The extent of helping She achieved a 5/10
score customers and other score. The
employees with the employees were not
services determines confident about her
the performance of information.
the employee Customers could not
besides other spend a good time
 operations in the store and
conduct quick
purchases.
Sales transaction 2 minutes per sale The ability of the She made one
traction employee to conduct transaction in five
correct and quick minutes with
transitions indicates various mistakes
success. that needed to be
handled
Training session 30 hours of the More training and She attended one 7-
training session are better performed hour session for the
advised for the during the shifts sales employees
employees would be considered training
as better
performance

Achievements: Areas of opportunity:

She achieved $5,000 average sales during
the transition period of six months. Her
customer focus response was 5/10, and the
customers and fellow employees were very
unconfident with her performance. Her
behaviour was good, but knowledge and
competency to work were incompetent.
She was unaware of the necessary
information about the products which lead
to a misconception of the employees. She
attended only one 7-hour training session.
She took 5 minutes on average to complete
one transaction, with many mistakes did
that need to be handled.
Next performance review period: 6th to 12th month of employment
Manager’s comments:
She can attend more training sessions and
can complete the 30-hour training session
requirements. This sales training program
can also help her to achieve more sales in a
month. She can focus more on the product
information and involve more in product
discussions with the employees. This can
help her to know more about the products.
She has to work on the transaction and
sales productions which can help her to
complete the process in less time.
We observed that you were very committed to throughout and very helpful throughout
behaviorally. There are many ways to improve, but your commitment and nature to learn
can help you to perform well.

Signature: abs, XYZ date:

Staff members’ comments:
I will surely look into the progress points and attend the sessions arranged for my training.
I preferred 11:00 AM to 04:00 PM for the trainer sessions. I also feel hopeful for working
in the context of customer focus points, monthly sales target and the internal process
efficiency.

Signature: Kim, smith date:

Learners instructions 4
Question1: monitoring and coaching
a. How could variables such as recognition and continuous feedback help reinforce
excellence in performance? Give two examples that would work at Australian
hardware to affects performance.
Recognition and feedbacking is a crucial tool to consider the revolution in employee
performance. This can enable the employees to undergo the more proficient
mechanism of judgement. This can help to highlight more problems from the
problem and also help to achieve more problems in the organizational context
[ CITATION Ram15 \l 1033 ]. The feedbacking and recognition for the better efforts
and achievements can motivate the clients to perform well in different sectors for
organizational performance, and this can also raise the morale of the employees for
their performance. There are many other benefits such as error pointing and secret
work identification which can also help the company to deal with the employees and
record better employee performance [ CITATION Min07 \l 1033 ]. This optimized
employee performance can also help the organization to achieve more progress
from the available human resources and cover more goals at minimal time.
b. How would you apply Australian hardware procedures to monitor and coach
individuals, specifically those with poor performance?
The organization must point out the areas where the performance of the employee
is weak. This can help the organization to communicate the flaw points to the
employee better. This identification of the target area can lead the organization to
take necessary measures and take procedures for the organizational progress via
employee enhancement [ CITATION jan10 \l 1033 ]. The organization can consider
regular recordkeeping and feedbacking processes for the organization. The reviewing
process of employee performance can also highlight different sectors which can
damage the organizational operations to any extent. Therefore, the organization can
help to achieve a higher level of excellence in performance and operations
[ CITATION Han04 \l 1033 ].
Question 2: the legal context of performance management
a. For three of the following areas, what are the relevant pieces of legislation
applicable to performance management at Australian hardware
Privacy, equal employment opportunity, and anti-discrimination are the three
legislative ways that can help to achieve more performance from the employees
[ CITATION Has181 \l 1033 ]. As a fact, the privacy of the performance of the
employees must be maintained and should not be maintained with other employees.
This can keep the secrets of the employees and can keep them motivated to work at
the same pace. Equal employment opportunity can promote the employees to work
at the same pace and not fees suppress by other employees [ CITATION Mar17 \l
1033 ]. This dent let anyone down, and the organization can achieve more excellence
with equalized and optimized performance. Anti-discrimination can motivate the
employees to stay more dedicated and not feel done with their work. No
discrimination can lead to regular employment performance [ CITATION Tom16 \l
1033 ].
b. For each of the legislation identified above, identify at least one requirement
relevant to performance management at Australian hardware.
Privacy:
 Confidential performance tracking
Equal employment opportunity:
 Equal wages and packages for employees in the same position [ CITATION Men19
\l 1033 ]
Anti-discrimination:
 Fair trial policy among employees and equal shift opportunity

Question 3: seeking advice

a. Name any positions of an internal source you could approach for HR or
performance management advice.
Human resource manager
b. Name one eternal source (individual professional, consultancy or government) of
HR or performance management advice, particularly or managing poor
performance.
 External recruitment agencies can help to recruit more capable efficient employees
for the organization, which can help to counter the poor employee performance
[ CITATION Mad18 \l 1033 ]. These agencies can assure best employee capabilities
and can take responsibilities of the poor performances. Thus, organizations can work
more efficiently.

Question 4: counselling and support

a. What steps would you take to counsel the employee per organizational policy and
relevant legislation for disciplinary meetings?
I will go for effective counselling for employee performance can help to handle the
issue. This session should be informal as formal ones can demoralize the employee
or can be destructive [ CITATION Bar191 \l 1033 ]. The performance of the employee
must be discussed confidentially, and no other employees, especially those in the
same position and those who are irrelevant must not be told about the employee’s
performance [ CITATION Ale19 \l 1033 ].
b. What legislation is the most relevant in this scenario?
Privacy is the most important legislation in this case. This must be assured so that
the data is not misused for any employee. Other employees must be kept unaware
of the employee’s performance so that the employee will not be demotivated for
any purposes [ CITATION Hic18 \l 1033 ].
c. What is the relevant award for the employee’s role at Australian hardware?
The employee can be awarded for the best performer based on monthly sale targets,
a best customer service representative for highest customer scorer and fastest
transaction officer for the speediest work in internal process efficiencies [ CITATION
Lad17 \l 1033 ].
d. What support services could you offer the employee?
 Training sessions
 Guidance and counselling sessions
 Feed backing session and confidential meetings
 Lunch and foodies
Question 5: dismissal
a. What is the process of termination following organizational policy and legal
requirements? Summaries the details.
According to the organizational policy, the employee must be paid 200% of his/her
monthly wage on dismissal and be awarded a performance report and an experience
letter [ CITATION Jam17 \l 1033 ]. This should be followed by a meeting with the
employee to discuss the reasons for the dismissals. The employees must be notified
about the dismissal before the dismissal and given a chance to improve. The no
progress report should be followed by a dismissal [ CITATION Sus20 \l 1033 ].
b. What are the relevant unlawful dismissal rules and due process that you must
follow?
Since Kim was hired for a specified period of 1 year, but her inconsistent perfume is
not suitable for the organizational reputation, she must be dismissed before the
completion of 6 months’ span. This can be unlawful dismissal, but the organization
has nothing else to do like this performance from the employee can damage the
organizational reputation [ CITATION Xav17 \l 1033 ].
c.
References
Barrett, B. (2019). A Coaching Skills and Strategies Managers Utilize for Employee
Improvement and Retention. International Conference on Innovation,
Documentation and Education.

Bowman, J. S., & West, J. P. (2017). American Public Service. Radical Reform and the Merit
System.

Couley, A., & Milner, J. (2019). Coach! The Challenge of Leadership Coaching and Mentoring
in the Context of Intercultural Work Environments. Management Practices in Asia,
229-238.

Gregory, J. B. & Levy, P. E. (2010). Employee coaching relationships: enhancing construct

clarity and measurement. Coaching: An International Journal of Theory, Research
and Practice, Vol. 3, No. 2, 109-123.

Hannah, C. (2004). Improving intermediate skills through workplace coaching: A case study
within the UK Rail Industry. International Journal of Evidence-Based Coaching and
Mentoring, Vol. 2, No. 1, 17-45.

Hicks, J. (2018). The Future of Coaching and Mentoring: Generational Differences in

Attitudes and Beliefs about Organizational Coaching and Mentoring. Azusa Pacific
University, ProQuest Dissertations Publishing.

Hollandts, X. (2017). Friend or foe? Employee ownership and CEO dismissal. Managerial and
Decision Economics, Vol. 39, No. 4.

Jakobsen, M. L., Baekgaard, M., Moynihan, D. P., & Loon, N. v. (2018). Making Sense of
Performance Regimes: Rebalancing External Accountability and Internal Learning.
Perspectives on Public Management and Governance, Vol. 1, No. 2, 127-141.

Kaplan, H. A., Bozkurt, S., & Yazıcı, K. (2018). INVESTIGATION OF DIGITAL HUMAN
RESOURCES APPLICATIONS IN LEGAL CONTEXT. IJTEBS, Vol. 2, No. 2.

Ladyshewsky, R., & Taplin, R. (2017). Employee perceptions of managerial coaching and
work engagement using the measurement model of coaching skills and the Utrecht
 work engagement scale. International Journal of Evidence-Based Coaching and
Mentoring, Vol. 15, No. 2.

Minter, R. L., & Thomas, E. G. (2007). Employee development through coaching, mentoring
and counselling: A multidimensional approach. Review of Business; Vol. 21, No. 1/2,
43-47.

Neupane, R. (2015). Effects of Coaching and Mentoring on Employee Performance in the UK

Hotel Industry. International Journal of Social Sciences and Management, Vol. 2, No.
2, 123-138.

O’Brien, S. B. (2020). Reasonable responses versus proportionality in employee dismissal

cases: A comparison between the Employment Rights Act 1996, s 98(4) and the
Equality Act 2010, s 13(2), s 15(1)(b), and s 19(2)(d). The Student Journal of
Professional Practice and Academic Research, Vol. 2, No. 1.

Roehling, M. (2017). The critical but neglected legal context of virtual teams: Research
implications and opportunities. Human Resource Management Review, Vo. 27, No. 4,
621-634.

Vanacker, T., Collewaert, V., & Zahra, S. A. (2016). Slack resources, firm performance, and
the institutional context: Evidence from privately held European firms. Strategic
Management Journal, Vol. 38, No. 6.

Wang, M., Zhu, C. J., Mayson, S., & Chen, W. (2019). Contextualizing performance appraisal
practices in Chinese public sector organizations: the importance of context and areas
for future study. The International Journal of Human Resource Management, Vol. 30,
No. 5, 902-919.
Appendix 1: job description – customer sales and service
representative

Position description

Job title: Customer/service Date:

representative

Job level Reports to: Manger homewares

Department/division: Hardware and home products

Summary of position

Provide expert advice to customers on hardware and homewares products, prices sales
and refer sales to checkout staff

Essential job requirements

 Determine customer needs

 Provide expert advice to customers
 Take and process an order

Required competence/education

What are the minimum competence/educational requirements for this position?

Competence Level/standard

Product knowledge Ability to describe the use of each product; (on rare occasions,
where necessary) able to refer to others on the team with more
expert knowledge and with minimal inconvenience to customers
 Customer focus Can develop rapport, inspire confidence, up-sell and cross-sell
when appropriate to meet the customer’s needs

Point-of-sale Able to complete and process orders within two minutes

technology

Learning and Expected to take a self-directed and continuous approach to

development learn on- and off-the-job in consultation with the management

Health, safety, Can follow relevant policies and procedures for WHS,
security and recordkeeping and financial procedures and sustainability
environment policies and procedures

Physical requirements

Must be able to stand for four-hour shifts; minimal lifting: 20kg

Mental requirements

N/A

Equipment used

Compute/point-of-sale terminal, telephone, forklift, fax machine, power tools

Supervisory responsibilities

N/A

Working conditions

 Indoor warehouse management

 Occasional outdoor work
Signature:

Date:
Appendix 2: employee work plan
KRA Activities/goals Measurements/KPI Accountability/dependencies
s

Financial You are to The monthly target Report to the homewares’

handle sale of $10,000 in manager for problems.
terminal points, revenue with sales.
You can consult to the
guide customers (80% of the monthly
accounts department to
about the target is expected
know sales and price reports
process during the transition
variations of period of 6 months)
different
hardware and
report sales to
the accounts
department

Internal You have to help You should be able Take help from the fellows to
process to lift and to to respond to the learn forklift operation and
arrange weights and be able makes sure you handle
hardware into to light 20kg of hardware with care. We will
the store. You weight. Heavier be charged a penalty in case
can be involved weights would you cause damage to any
in the require you to hardware in the store or the
departmental operate the forklift. store equipment
organization, You should have
lifting and efficiency in forklift
loading operations
hardware and
might need to
operate forklifts

Customer focus You are required You must be helpful You can report to the
 to give essential and assistive t the homeware manager to
advise about customers. There discuss the ethical conducts
hardware and must be no of the department. You are
give information complaints recorded required to read the
about the regarding instruction manuals of each
features of misbehaviour, hardware carefully; whenever
different miscommunication, they are placed into your
hardware or others would be area. You must be fully aware
available. You handled strictly of these features.
have to ensure
minimal
inconvenience
for the
customer. There
must be a right
attitude and a
happy face
throughout
when you are in
front of the
customer

development You must help in You are expected to You can refer to the
organizational remain professional homewares’ manager to
development, and ethical. No know about the department
management complaints would code of conduct
and operations be entertained and
to the greatest penalized strictly.
extent possible.
You must fulfil
the tasks
appointed and
 be available for
any immediate
help. You must
be helpful and
cooperative with
your fellows and
maintain a
pleasant and
professional
relationship with
the fellows.

Signature:

Date:
Appendix 3: formal coaching session
Coaching phase Notes/questions/planning
Goals and You are expected to produce $8,000 sales per month, achieve 8/10
performance customer response, attend 30 training hours and conduct quick
expectations (average 2 minutes) transactions.
The reality of You achieved $5,000 average sales during the transition period of six
actual months. Your customer focus response was 5/10, and the customers
performance and fellow employees were very unconfident with your performance.
Your behaviour was good, but knowledge and competency to work
were incompetent. You were unaware of the necessary information
about the products which lead to a misconception of the employees.
You attend only one 7-hour training session. You took 5 minutes on
average to complete one transaction, with many mistakes did that
need to be handled.
Opportunities to You can attend more training sessions and can complete the 30-hour
develop training session requirements. This sales training program can also
help you to achieve more sales in a month. You can focus more on
the product information and involve more in product discussions with
the employees. This can help you to know more about the products.
You have to work on the transaction and sales productions which can
help you to complete the process in less time.
Willingness to We observed that you were very committed to throughout and very
develop and helpful throughout behaviorally. There are many ways to improve,
commitment but your commitment and nature to learn can help you to perform
well.