Unit/s of competency

covered

People Performance

National Competency
BSBWOR502 Lead and manage team effectiveness
Objectives and learning Outcomes of this
subject:
 Allocate work to staff
 Assess performance of staff
 Provide feedback to staff
 Manage follow up and provide support services
 Establish team performance plan
 Develop and facilitate team cohesion
 Facilitate teamwork
 Liaise with stakeholders
Develop Performance Plans
 During the consultation process, you set SMART goals with your team.
 It is time now to document these into team performance plans. You can
use a team-based approach to performance management by developing a
performance plan for a team rather than an individual. In this case, you
will need to ensure that everyone knows what is expected of them within
that plan.
 In this session we will look at the steps and methods available to you to
create performance plans.
Develop Performance Plans
Expectations of a performance management system

 We cannot expect our team to meet certain standards if they do not

know what those standards are that they have to meet.
 As the leader of the team you need to ensure that you have outlined the
expected duties and standards of performance of the team.
Develop Performance Plans
Expectations of a performance management system
 Once you are confident that your team understand their roles and what is
expected of them then you can monitor their performance in a fair
manner.

 Teams expect the following information:

 What am they expected to achieve and how will success be judged?
 How are they tracking against these standards?
 What do they need to work on?
 Develop Performance Plans
Team based performance plans
 Some workplaces take a team based approach to development of a
performance plan in circumstances where there is a large team with a
low staff to manager ratio. Alternatively, other workplaces may use team
plans in addition to their individual performance plans.
 In these cases, meaningful discussion amongst the team, led by the
manager or supervisor is still very important. It is important that
everyone in the team knows what is expected of them, that they have a
sense of ownership and that they commit to achieving what has been
agreed to in the team plan.
(Source: www.cmd.act.gov.au/)
Develop Performance Plans
Having Team Performance Discussions

 A team performance discussion let’s all team members:

 Get the same information, at the same time
 Contribute to planning, reviewing and assessing the performance of their
team
 Understand how their work fits into and supports the ‘big picture’ of strategic
goals.
Develop Performance Plans • When there is a large team , which is supervised by

com paratively few Managers/ Supervisors t he team based

Having Team Performance discussion can replace individual perform ance
Discussions discussions.

• The outcome of a team perform ance planning discussion

Performance and
is a team perform ance plan which:

development can be • sets expectations of behaviour across the team ,
In large t eams
undertaken with teams where everyone • helps everyone be clear on what tasks, projects or
in the following does similar responsibilities the team has
situations: work
• allows everyone to decide if they need any developm ent

to help the team ‘get where it needs to go’

• is signed by all team members.

• Once a plan is developed, the team can m eet to review it

(after 6 months is suggested) and then meet again (after

another six months) to assess how successful they were

at achieving what was agreed in the plan.

Develop Performance Plans
Having Team Performance Discussions

 Performance and development can be undertaken

with teams in the following situations:

• Team m embers can be involved in planning the team’s

work and priorities or reviewing its perform ance. This

In addit ion to
usually happens before individual perform ance
individual
discussions.
performance

plans.
• The outcome m ay be a team plan which is used as the

basis for developing individuals’ perform ance plans.

Develop Performance Plans Choose a good tim e taking into account:

• everyone’s availability and working arrangements

Tips for team
performance • workloads.

discussions Arrange a place where:

• the team won’t be interrupted

• people will feel relaxed.

Prepare an agenda (see the suggested agenda below):

Preparat ion
• decide what you want to get out of the discussion

• what you want to cover.

Invite everyone and let them know:

• What the purpose is and what will be covered?

• How you would like them to participate?

• What preparation you would like them to do?

• What will happen with the outcomes of the discussion?

Develop Performance Plans
During the discussion

Open the discussion by setting the scene and context:

 purpose of the discussion
 where the team is at – e.g. what the priorities and challenges are.

“The purpose of the discussion is to involve everyone in clarifying our

priorities and goals, how we will do our work and the knowledge and
skills we need to be effective. It’s an opportunity for us all to be clear
on how we contribute and what is expected of us.”
Develop Performance Plans
During the discussion

Make sure everyone has an opportunity to speak:

 you may wish to set some ground-rules for the discussion
For example – all contributions are valuable, any question is OK, only
one person to speak at a time.

Make sure you don’t dominate the conversation. If people aren’t

talking - ask questions and invite comments:
“What does everyone think about doing it this way next year…” “Does
anyone have an idea about how we can tackle X”
Develop Performance Plans
During the discussion

Don’t single out anyone with feedback. Keep talking about the group
as a whole, ie,
 “We really do well at this…. But I think we could improve on
that….”

Keep a record of the key points, what has been agreed and follow-up
actions
Develop Performance Plans
After the discussion

 Prepare a summary of the discussion and agreed actions

 Provide everyone in the team with the summary

In your session workbook you will find a range of suggested agenda items
and associated questions that can help guide your team performance plan
discussion.
Develop Performance Plans
Benefits of performance planning
Of course, it’s not just the team that benefits from having clear direction and
performance standards. There are also benefits for the organisation,
manager/team leader and each individual team member when it comes to
performance management.

Consider the following:

 Organisational benefits – greater efficiency, effectiveness, profitability,
human resource planning
 For the manager – improved relationships, communication, decision making,
problem solving
 For the individual team member – improved relationships, communication,
self-confidence, job satisfaction and problem-solving
Key Performance Indicators
 You will need to set key performance indicators (KPIs) in order to
measure the performance of both your team and individual team
members.

 KPIs are a measure of success. They are quantifiable measurements,

agreed to beforehand, that tell the organisation, management, teams
and employees if they are meeting their organisational objectives.

 Key performance indicators must reflect the organisation’s goals; after

all, they are the key to its success.
Key Performance Indicators
Why they must be measurable
 KPIs must be measurable to indicate success and the delivery of
objectives and in order for you to measure the performance of your
team.

 They are needed to:

 assess the current performance of employees
 support framework that will foster best practice, that is, ensure you have the
framework in place to clearly understand and achieve objectives
 empower employees to make decisions
 provide criteria for job evaluation
Key Performance Indicators
How key performance indicators fit in with the work plan

 KPIs underpin the development of your work plans including your

coaching and mentoring plans. They help to evaluate a person’s skills in
that given role and they help to match employee’s skills best.
 Video
Key Performance Indicators
View the video Getting Started for Performance Measurement Novicess
which outlines how to set achievable indicators.

The video can be viewed at

https://www.youtube.com/watch?v=jCEd9CMG9_8
 Video
Key Performance Indicators
Review the KPI below:

Title of KPI: Turnover

Defined: minimise staff turnover
Measured: Total number of resignations
Target: decrease each month

What's missing? Does this measure decrease in staff numbers by a

particular percentage? Are retirements considered? If so, how does
reporting generate replacement for vacant positions? Will number of
resignations be reported by department or overall business? Do we have
an industry target we are aiming to achieve?

Re-write the KPI so that it clearly sets out the performance standard.
Developing KPIs with staff
 As we mentioned at the start of this session, there is no point in the
manager or team leader developing KPIs in isolation, they must be
developed with staff so that staff can address whether they believe they
can meet the KPI and both parties agree on the KPI so they are
performance measurable. It needs to be a consultative process.

 If you develop KPIs with staff, particularly when a staff member is new
to a role, you can be sure they have a better understanding of the
purpose of KPIs and their role in delivering the indicators. It ensures that
everyone is then on the ‘same page’. You and your team know what has
to be achieved, by when.
Developing KPIs with staff
 Therefore, when it comes time to performance manage your staff, there
will be no surprises as they will have a full understanding of what they
should have achieved or at least be working towards their KPIs.
 Don’t forget it is also important to celebrate the achievement of KPIs.
This is a great milestone and a success for the organisation and allows
you to give your team a well-deserved pat on the back. Acknowledging
this will improve morale.
Developing KPIs with staff
Steps to developing KPI’s

 Step 1 – gather existing data – what is currently happening in the team

and what are the current relevant statistics (sales, turn-around time,
conversion, etc.)

 Step 2 – What do you need to reach or what are your targets for success?
Developing KPIs with staff
Steps to developing KPI’s

 Step 3 – Draft the key performance indicators which must be

measurable. We have previously discussed the term SMART. Let’s refresh
what It stands for:
 specific
 measurable
 achievable
 related to overall departmental goals
 time-framed
Developing KPIs with staff
Steps to developing KPI’s

 Step 4 – Check the KPIs fit within the organisational objectives. It must
be in context. After all, the team is working towards the mission and
goals of the organisation.

 Step 5 – Consult with your team or individual team members who are
challenged with delivering the KPI and, if in agreeance, adopt the key
performance indicators.
Providing support to meet
performance
Teams are the backbonestandards
that drives most organisations. Whether it's a
functional team, a team of managers or a project team, people get most
done when they work together effectively. So when members of a team
don't work well together, performance and productivity can suffer. That's
not good for anyone.
 Hostility, conflicting goals, and unclear expectations within your team
are symptoms of an unhealthy team. To avoid these harmful effects, you
need be proactive about improving team performance. And even when a
team is meeting its objectives, there's often room for improvement.
 Supporting your team through good team coaching can help to take your
team to the next level. It's a worthwhile activity and is an essential tool
for management and leadership.
 Providing support to meet
performance
Supporting team members standards
 It is important to support team members to ensure that team goals are
met. Supporting team members involves:
 Advising on policies, procedures, instructions, etc.
 Assisting team members as required
 Solving problems
 Providing encouragement
 Providing feedback
 Undertaking extra tasks if necessary
 Reading

Supporting Team Success

Read the article Six Ways Leaders Can Support Team Success which can
be viewed via the link http://blog.kevineikenberry.com/leadership-
supervisory-skills/six-ways-leaders-can-support-team-success/
Summary and close

You should now be able to:

 advise expected standards of performance
 determine and implement qualitative/quantitative
measures of performance
 monitor ongoing performance and progress using
industry tools