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Unit : BSBMGT502 – Manage People Performance
Name : Weeraya SuriyanID Number : WAI00002B5
Trainer : Rajnish Kewul
Why is it necessary to consult relevant groups and individuals on work to be allocated and about the resources they will need? Give a list of at least 10 resources that might be requires in a business organisation.

To manage people and ensure that work gets done as required, it is necessary to consult with a range of people.

Consult with individual and groups about work allocations to determine what tasks.

The people who need to use the resources should be consulted to find out what they need and when it will be need.

In this budgets and resource plans can be made to accommodate these needs.

Resource plans require the use of all or some of the following resources:
Human resources
Recruitment, selection and induction procedure
Knowledge
Competence
Data and information from internal and external sources
Intellectual property
Time
Training and training materials
Technology
Health and safety resources
Why work plans and operational plans are necessary? How work plans support operational plans to achieve objectives? Give 2 benefits for each.

– Operational Plan is to provide organisation personnel with a clear picture of their tasks and responsibilities in line with the goals and objectives contained within the Strategic Plan. Reduce duplicate for work and timelines in which task be complete and the budget of the resources provide to completed task.

– Planning is the process of identifying work goals, what steps you will take, when you will take them and how you will take them, in order to achieve the goals.

* Manage people and workplace relationships in ways which encourage participation and increased discretionary effort.

* Work plans solves the challenges for the team members to know how to proceed.

What procedures might be followed to allocate work? Explain the criteria that should be considered when allocating work to individual employees.

* Allocate work according to availability of resource and skill of employees and make sure employees understand their own responsibilities and limits of authority in order to avoid possible conflict, omission of important.

*Provide the right level of supervision and delegate authority appropriately, if the way the work is allocated proves to be unrealistic or organisational demands change, reallocate work whilst minimising any detrimental impact on time.

A. Explain what a code of conduct is and how it might affect work outputs.

* Code of conduct is a set of rules outlining the responsibilities of or proper practices for an individual or an organisation. A code of conduct provides a guide to employees, for appropriate behaviour. It will not cover all issue that arise. A code of conduct will be completed on the following organisational values: honesty, integrity, compassion, fairness, and respect. The successful development of an ethical environment relies on individuals being responsibilities for their own professional behaviour within the provisions of the code and for compliance with the legislation. The code of conduct can, therefore, impact on all aspects of work, work culture and work behaviours.

B. In what ways might it be possible to confirm work outputs with relevant teams and individuals and what things might be considered in terms of work outputs?
* The ways to confirm work outputs with relevant teams and individuals :- Performance standards KPIS, KRAS confirmation might take form written plans and verbal collaboration ( fact to fact in meeting consultation.

– Controlling work that not mean controlling workers but control is a tool of works and be smoothly and efficiently to working.

– Financial monitoring : The business can be profit or loss be up to operational plan and financial plans. The organisations a business manager or accountant will be responsible for the organisation’s financial management. Financial information relating to costs, operations, credit analysis, inventory management etc , plan for continuous improvement, implement quality control procedures and plan future strategies.

* The required reporting period
* The uses to which the report will be put
* Organisational communication needs
* Planning requirements
* Cost of raw material
* Cost of good returned by customers
– Supply performance measures

Assuming a new marketing manager is joining your organisation. Create and provide five Key Performance Indicators (KPls) related to his/her job description? Also describe two methods of consultation to agreeing on performance indicator with relevant staff prior to commencement of work.

Understanding of customer needs, wants and expectations
Return on marketing investment
Sales revenue is crucial for any business.

It should be continuously growing to be seen as healthy
Number of leads
Marketing qualified lead is an individual who has raised his hands and identified herself as deeply engaged in your content and product
Sales qualified lead is located right under marketing qualified lead deeper in your sales funnel
Cost of customer acquisition
Average cost of client acquisition is an important metric to track
To define this number, you need to collect all the company expenses and investments over a year or any other consistent time frame. Expenses, in this case, should include all marketing, sales, and business development costs you cover. Once you have that number before your eyes, divide it by the number of new coming customers during that period.

Customer lifetime value
The value of a given customer reflecting his contribution to your business. Roughly it is the projected revenue that a customer generates in a lifetime
Lead to customer ratio
This illustrate the relation between your leads and customers in a given time frames.

Two methods
Brainstorming.

workshop6. Choose an organisation and conduct a risk analysis related to its people performance at the workplace. Answer the following and full the following template,
A. Provide your organisation description. Write about ¼ of page.

Community association, it’s a formal and informal groups of people organised in some way, usually having some structure, rules or legal entry but sometimes being just an informal association.

Non profit organisation
B. Identify four issues and the risk associated with those performance management issues and full the Template A.

C. Identify the control measure for those issue, how management should overcome the issues? Template B
D. For two of risk, create a contingency plan for each risk: considering legal requirements. Template C.

Issue Risk Consequences Likelihood Priority Monitoring time Accountability
Working with potentially dangerous clients Loss, theft or damage to property Make sure that there are clear procedures in place for areas with identified high risks Required to perform physical activities such as lifting of clients Injury or damage to health Provide training Professional negligence Workplace health and safety, liability to client Loss of the organisation’s good name Template B
Risk Control Measures
Template C
Contingency Plans
7. Design a performance management and review processes consistent with organisational objectives and policies? Also, write a paragraph explaining why you think performance evaluations are necessary and the method/s that you consider might best be used. Explain and justify your answer.

In today’s workplace, performance improvement and the role of performance management is an increasingly popular topic. Why the intense focus on performance management now? Business pressures are ever-increasing and organizations are now required to become even more effective and efficient, execute better on business strategy, and do more with less in order to remain competitive.

While human resources professionals clearly understand the importance of optimal performance management, they often face significant internal obstacles. When someone mentions performance management or reviews at your organization, what is the typical response? Do employees and managers alike cringe? Do they avoid performance management related tasks? Do visions of tracking down incomplete appraisal forms come to mind? This can be changed.

Forward thinking companies are taking steps to successfully address this negative view of performance management. They are implementing innovative solutions that ensure processes deliver real results and improve performance. The purpose of this guide is to provide concrete guidelines and practical steps that can be used to improve the performance management processes at your organization. In addition, a new class of automated performance management solutions has emerged to specifically address small- and medium-sized businesses. We conclude this guide with a few tips for selecting an automated performance management system to implement best practices across your company.

Frequently when performance management is mentioned, people think of the employee performance appraisal or review. Performance management, however, involves so much more. Properly constructed appraisals should represent a summary of an ongoing, year-round dialogue. Focusing only on an annual appraisal form leads to misunderstanding and under appreciation of the benefits of performance management.

An effective performance management process enables managers to evaluate and measure individual performance and optimize productivity by:
Aligning individual employee’s day-to-day actions with strategic business objectives
Providing visibility and clarifying accountability related to performance expectations
Documenting individual performance to support compensation and career planning decisions
Establishing focus for skill development and learning activity choices
Creating documentation for legal purposes, to support decisions and reduce disputes
8. a. Why should both managers and employees receive suitable training in how to handle performance reviews? How and how often do you think performance appraisals should be held and why do you think this?
Different people within the team will have different strengths. Use the appraisal to assess your employees’ weaknesses, identifying areas which may require additional training and support.

Letting the team know that you’re thinking about their development will help instill in them an ethos of ambition, in turn driving the business on to be more productive and aspirational.

HYPERLINK “http://www.hays.com.au/employer-services/management-issues/HAYS_028836” “_blank”Conducted correctly and frequently appraisals can have a really positive effect on the success of your team. Once a year is not often enough to really grasp how well the employees and managers are performing, and how satisfied they are
b. Why is it necessary that performance monitoring and evaluation be a continuous process ?To ensure continuous progress and that the employee is staying on track. It will assist in identifying issues as, or before, they arise. The demands of the business may also change and it’s important to monitor employees to ensure that they are coping correctly with the change
10. Sue works for you in a busy, customer focused technology support centre. Her position requires her to answer the telephone, handle face- to – face enquiries regarding technical difficulties, use her knowledge and experience to solve problems and finally to communicate solutions to customers. Until recently you considered Sue to be very capable. You received good feedback from other staff and customers about her technical ability and customer service skills generally. Recently, however, you have received a number of complaints about her from one of your colleagues and from several customers. The complaints relate to her terse and harsh interpersonal skills and her lack of responsiveness when dealing with problems.

In a short paragraph for each answer the questions.

A) You will need to address these complaints. What performance areas will you investigate?
It is important to deal with all complaints in a friendly, efficient and thorough manner characterised by the use of:
Sensitivity
Courtesy
Discretion.
you would need to find the underlying issue that is affecting sue. maybe there is something going on in her personal life, maybe she feels undervalued, maybe she is on the receiving end of pressure or abuse from another employee. As she is known for being an exceptional worker, there must be something that is preventing her from continuing her work ethic
B) How would you approach Sue regarding these complaints?
one-on-one conversation in private would be the best option. 6ou would start with positive comments about her continuous great work and then mention that there have been some reports suggesting otherwise of late.  (n honest, open and ‘casual’ approach should work well in this situation. It should be able todetect the underlying issue and give the opportunity to work on a solution
C) If you need to gather information from other sources, how would you address the issue of confidentiality?
You need to collect reliable, valid, relevant, productivity related information. sue’s identity should not be revealed to other employees unless they are a direct involvement in the problem. Other sources could also be customer surveys, figures, percentage of completed customer issues
D) How do you think the difficulties could be resolved?
refering support and trying to encourage motivation would be the first step. also, goal setting may be another encouraging method depending on how the original discussion and results went.

11. Explain what is coaching and mentoring are done on the job, making certain that the differences between the two processes are clearly explained?
It’s understandable that you might think mentoring and coaching are similar or even the same thing. But they’re not. Both warrant consideration in the workplace.
Five differentiators
#1
Coaching is task oriented. The focus is on concrete issues, such as managing more effectively, speaking more articulately, and learning how to think strategically. This requires a content expert (coach) who is capable of teaching the coachee how to develop these skills.

Mentoring is relationship oriented. It seeks to provide a safe environment where the mentoree shares whatever issues affect his or her professional and personal success. Although specific learning goals or competencies may be used as a basis for creating the relationship, its focus goes beyond these areas to include things, such as work/life balance, self-confidence, self-perception, and how the personal influences the professional.

#2:
Coaching is short term. A coach can successfully be involved with a coachee for a short period of time, maybe even just a few sessions. The coaching lasts for as long as is needed, depending on the purpose of the coaching relationship.

Mentoring is always long term. Mentoring, to be successful, requires time in which both partners can learn about one another and build a climate of trust that creates an environment in which the mentoree can feel secure in sharing the real issues that impact his or her success. Successful mentoring relationships last nine months to a year.

#3:
Coaching is performance driven. The purpose of coaching is to improve the individual’s performance on the job. This involves either enhancing current skills or acquiring new skills. Once the coachee successfully acquires the skills, the coach is no longer needed.

Mentoring is development driven. Its purpose is to develop the individual not only for the current job, but also for the future. This distinction differentiates the role of the immediate manager and that of the mentor. It also reduces the possibility of creating conflict between the employee’s manager and the mentor.

#4:
Coaching does not require design. Coaching can be conducted almost immediately on any given topic. If a company seeks to provide coaching to a large group of individuals, then certainly an amount of design is involved in order to determine the competency area, expertise needed, and assessment tools used, but this does not necessarily require a long lead-time to actually implement the coaching program.

Mentoring requires a design phase in order to determine the strategic purpose for mentoring, the focus areas of the relationship, the specific mentoring models, and the specific components that will guide the relationship, especially the matching process.

# 5: 
The coacher’s immediate manager is a critical partner in coaching. She or he often provides the coach with feedback on areas in which his or her employee is in need of coaching. This coach uses this information to guide the coaching process
In mentoring, the immediate manager is indirectly involved. Although she or he may offer suggestions to the employee on how to best use the mentoring experience or may provide a recommendation to the matching committee on what would constitute a good match, the manager has no link to the mentor and they do not communicate at all during the mentoring relationship. This helps maintain the mentoring relationship’s integrity.

When to consider coaching:
When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager
When a company has a number of talented employees who are not meeting expectations
When a company is introducing a new system or program
When a company has a small group of individuals (5-8) in need of increased competency in specific areas
When a leader or executive needs assistance in acquiring a new skill as an additional responsibility
When to consider mentoring:
When a company is seeking to develop its leaders or talent pool as part of succession planning
When a company seeks to develop its diverse employees to remove barriers that hinder their success
When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies
When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations
When a company wants to create a workforce that balances the professional and the personal
12. Why is it necessary to document and record performance?
Documentation provides management with a guide to improvement. They are able to see areas of weakness, as well as strengths. If performance reviews are consistently showing improvements, perhaps it is time for a raise, promotion or added responsibilities. If the same negative issues arise with an employee, maybe it is time for a written and verbal warning, or suspension. Documentation should be used as an unbiased tool for improvement.

– To identify how the business is performing
– To determine productivity levels – Identify improvement and training needs
– To provide evidence for future evaluations
– Determines whether actual performance matches forecasted performance
– Assist in income and promotion negotiations
13. A) Under what circumstances and for what reasons might HR expertise be of benefit to managers and employees who are negotiating performance improvement?
When developing plans and procedures for improvement, HR are good to seek advice, support and expertise to resolve issues and problems. HR can also mediate between the manager and employee and then draw up a satisfactory outcome that can be helpful to both parties. HR can also keep discussions on track, clarify issues, and intervene when discussions become heated. It can also be more comfortable discussion for both parties knowing that there is a representative that will ensure that their rights are upheld. If counseling and constant performance management fails to resolve the issue, HR can be consulted for advice on further action
B) What procedure might be followed to draw up and implement a performance improvement plan?
Define the problem – Determine what the problem is and whether it’s a performance or behavior problem.

Clearly define and document the areas for improvement.

 Identify how the standards will be measured. 
Agree on timeframes for achievement of the goals and standards.

 Identify needs such as coaching, training, and support. 
Establish a review date.

 Measure the performance against expected standards
Step 1: Document Performance Issues
The first step in the PIP process is for the supervisor to document the areas of the employee’s performance that need improvement. In documenting the main performance issues, the supervisor should be objective, factual and specific and provide facts and examples to further clarify the severity or pattern of performance concerns. Examples of detailed documentation are included in the two scenarios at the end of this guide. When developing a performance improvement plan, it is generally a best practice to use an established format to ensure consistency in the information given to all employees and to help protect the employer should legal claims arise at some point in the future. The format of the performance improvement plan will vary by employer and should include the following components:
Employee information.

Relevant dates.

Description of performance discrepancy or gap.

Description of expected performance.

Description of actual performance.

Description of consequences.

Plan of action.

Signatures of the manager and the employee.

Evaluation of the plan of action and overall performance improvement plan.

 
At the end of this guide are sample performance improvement plan templates that may assist supervisors in their documentation and communication.

Step 2: Develop an Action Plan
Next, the supervisor should establish a provisional action plan for improvement, which may be adjusted based on employee feedback in the meeting. Making the process collaborative can help in identifying areas of confusion or misunderstanding on the employee’s part and can encourage ownership of the issue by the employee. This action plan should include specific and measurable objectives that are accurate, relevant and time-bound (otherwise known as SMART goals). When developing a performance improvement plan, it would be useful to draw on the job description and HR policies to clearly identify the performance or behavioral issues and expectations.

SMART goal examples:
In May, June and July, Jane Doe must have less than 3 percent quality errors per month and produce at least 150 units per month.
During this 90-day performance evaluation, John Doe must have perfect attendance, with the exception of approved medical or family absences. This means that he must clock in and be ready for work by the start of each scheduled shift, return from all scheduled breaks on time and remain at work for his entire shift.
The supervisor should determine if the employee may need any additional resources, time, training or coaching to meet these objectives. The plan should identify exactly what management will do or provide to assist the employee in achieving these goals.

This action plan should help set performance expectations and should include a statement about the consequences for not meeting those objectives. If termination is a possibility, it should be clearly communicated in the plan document.

Step 3: Review the Performance Plan
Prior to meeting with the employee, the supervisor should seek assistance from his or her manager or an HR professional to review the PIP. This third party should ensure the documentation is stated clearly and without emotion. The third party can also review the suggested action plan to make certain it is specific, measurable, relevant and attainable within the PIP timeline (PIP timelines are commonly 60 or 90 days in length).

Step 4: Meet with the Employee
During this meeting, the supervisor must clearly lay out the areas for improvement and plan of action. The supervisor may need to modify the action plan slightly after receiving the employee’s input and feedback. After changes to the plan are made, the supervisor and the employee should sign the PIP form.

Step 5: Follow Up
The employee and supervisor should establish regular follow-up meetings (weekly, biweekly or monthly), which can be outlined in the PIP. These meetings should discuss and document progress toward objectives. But ultimately, it is best when an employee is provided the opportunity in follow-up meetings to ask questions and seek guidance or clarification on performance expectations. The supervisor should ensure that any potential roadblocks are discussed and that the employee has been provided the necessary tools and training.
Successful progress made toward the goal should be recognized as a means of motivating the employee to continued improvement.

Step 6: PIP Conclusion
If an employee is unable to improve or refuses to commit to the PIP, or if his or her performance actually worsens, then the employer should close the PIP and consider a possible reassignment, transfer or demotion or terminate employment based on the specific circumstances.

When the employee does show some improvement but is unable to achieve some or all of the established action plan objectives within the PIP timeline, there are a few options:
If the employee is doing his or her best but just cannot meet one or more objectives, the employer may agree to extend a PIP for a few more weeks or months.
If the employer determines in retrospect that the objectives were not realistic or not completely within the employee’s control, the employer may decide to either extend the PIP or end the PIP due to the progress that was observed.

If the employer determines the employee is not a good fit or is not really trying to improve even after all this effort, then the employer should consider job reassignment, transfer or demotion or terminate employment based on the specific circumstances.

When the employee has responded positively by meeting the objectives, the employer should formally close the PIP and allow the employee to continue employment. This may occur prior to the deadline outlined in the PIP document. This should be a positive occasion for the employee, but the supervisor must be sure the employee understands that continued good performance is expected.

14. A) In what ways do you think excellent performance should be recognised and rewarded? Explain the procedures that should be followed and followed and explain why you think these ideas will motivate employees.

!?cellent performance could be recognised and rewarded by continuous acknowledgement and praise. )ther ways can be to o?er bonuses and”or promotions or even e?tra training, especially training that gains certi?cation, and also e?tra responsibilities. Invitations to industry related events are also a great reward.  !mployees will feel motivated as they will see that other employees and management notice their contribution and that it is appreciated of the hard work that is put in. &hen employees feel values it inspires them to continue their hard work, learn new skills, and move forward with the company
B) Explain what you consider the value of mentoring and coaching to be explain how it can be used to support performance improvement.

Mentoring and coaching shows the employee that you are willing to invest some time into their development. It provides guidance and support to enable the employee to do their Job as expected. This can be used to support performance improvement as it directs the employee in the right direction and provides the right information for the employee to succeed. It can also push the employee to excel in their field
15. Answer all three,
A) Why should counselling be instigated in the case where performance does not improve?
It’s in the company’s best interest to improve their current employees rather than to hire new ones. There are far more costs and possible complications to replace employees. Counseling enables the company to put together a very structured plan for the employee. It also shows that the business is giving the employee every chance that they can to improve
B) Explain the disciplinary actions that might be taken by an organisation if an employee’s performance does not improve.

 If an employee4s performance does not improve then warnings can be issued. Verbal, written, and final warnings may be issued depending on the severity and the progress of the performance. All disciplinary action must be documented and can also include notes from witnesses.

C) What are some of the options that might aid an employee in resolving performance issues? Give at least five examples.

– Continued support
– Counseling
– extra training
– Delegation of some tasks
– Retraining
– Time off
16. Answer all three scenario,
What should you do in the following situations? Answer all three scenerio, for each scenerio write at least 100 to 140 words.

Scenerio1
Considering there will be care options in 4 months time it may be appropriate to shift the employees hours around temporarily to accommodate the sudden change. Its important to support them through this as they are valued employee. There may be the option of some time off but money seems to be an issue. Delegation of some of their tasks may be helpful.

Scenerio 2
Dismissal needs to be looked at as the next step. It would be advised to converse with HR for the correct procedure per company’s policy and to ensure that all implications will be avoided. All documentation must be presented as evidence for the decision.

Scenerio 3
The employee would need to be monitored more closely. It would be best to approach the employee and have a one-on –one meeting to try and understand their situation. There could be many reasons for the unsatisfactory performance
Project 2 project1.What things need to be taken into consideration when allocating work and drawing up work plans?
Consider:
Goals and objectives
Competence
Operational need
Efficiency
Cost-effectiveness
Consultation
2.Explain why it is necessary to;develop KRAs and KPIs that meet the organisation’s needs
develop and implement effective performance management systems
have a code of conduct ‘or a code of ethics or behaviour( for the organisation
regularly monitor and evaluate the work of employees
give effective feedback and reinforcement to employees and acknowledge good work 
have systems in place to manage poor performance
understand the organisation’s termination policy and the legislation to which it relates
your upline manager has called you into the once to discuss a situation they have only just become aware of. One of your major customers organisation x has expressed dissatisfaction with the service provided by your organisation. you have an ongoing contract to supply this customer with goods until the end of the year. /t this time the contract will be renegotiated.  Apparently* organisation x has expressed their dissatisfaction on a number of previous occasions,but there has been no real improvement. As a result of the poor service and the problems with supply of goods* the manager of organisation x has strongly suggested that the contract will not be extended and might* in fact, be offered to another organisation.1he problems have been traced to yours

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