Managing Employee Performance And Communication

Performance Standards

Answer 1:

Stakeholder	Work to be allocated	Resources required	Mode of communication Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper
E.g; IT Manager	Programming Online documentation Online record keeping Data storage	Computer ERP Network system Printer Fax machines Photocopier	Through Job Description Face to face meeting Email correspondence Official Memos
Marketing Manager	Development of marketing plan Dealing with the sales department	Communication portal Market research tools	Office meetings Email Communication portal
Finance Manager	Analysing the budget Developing cost reduction strategies	Fax machines Computers SAP	Meetings Emails
HR Manager	Hiring Training and development	Recruitment portal access Telephone SAP	Meetings Emails Memos
Operations / Production Manager	Evaluating the operations Designing the production process Inventory management	Inventory management tools	Meetings

Answer 2:

Stakeholder	Work to be allocated	Resources required	Mode of communication	Agreed KPI’s
E.g; IT Manager	Programming Online documentation Online record keeping Data storage	Computer ERP Network system Printer Fax machines Photocopier	Through Job Description Face to face meeting Email correspondence Official Memos	E-documentation in the next 3 months Training on Online record keeping system by Dec this year Two best quotation to be obtained from Data storage suppliers by Nov this year
Marketing Manager	Development of marketing plan Dealing with the sales department	Communication portal Market research tools  (Middlewood, 2010).	Office meetings Email Communication portal	New marketing plan in the next 6 months
Finance Manager	Analysing the budget Developing cost reduction strategies	Fax machines Computers SAP	Meetings Emails	Reduction in cost of the company by next 3 months New budget for the next year by December
HR Manager	Hiring Training and development	Recruitment portal access Telephone SAP	Meetings Emails Memos	Hiring of supervisor  for the firm Training to managers for effective change management
Operations / Production Manager	Evaluating the operations Designing the production process Inventory management	Inventory management tools	Meetings	Development of lean production strategies by December

Answer 3:

1. On the job training: it is the type of training method through which the training has been provided to the employees during their job. This helps the employees to get trained while working in the company on practical grounds.
2. Coaching plan: Coaching is the process of providing training in which a coach is selected who act as the trainer and pass on the knowledge to the trainee. The plan that is made to provide such trainings is known as coaching plan (Griffin and Moorhead, 2011).

Performance standards can be defined as the expectations from the employees. These expectations need to be fulfilled by the employees. In order to assess the performance standards, it is required to analyse the various elements such as the duties and responsibilities of the performance, the time to fulfil the expectations, what is the good job look like etc.

Code of conduct is defined as the set of rules that are made in order to perform a particular task. It is very important to set the rules and code of conduct in order to get the effective output (Dowling, 2008). The main points that a code of conduct involves are:

• Rules for the process
• Legal obligations
• Systems

Performance indicators: these are the elements that help in the process of performance measurement. It helps in analysing that how effective the organisation or a particular person is performing (Bush and Middlewood, 2013).

Process of developing KPI for the individual employee:

• Description of intended results
• Understanding alternative measures
• Selection of the measure for each of the objective defined
• Definition of composite indices as needed
• Set targets
• Documentation of performance measures

As a manager, it is required to implement the risk management system so that any of the risks or the disasters can be faced at the time when they occur. It has been analysed that the company or the business practices are always vulnerable to risks and these risks need to be managed. Following strategies or system can be used to manage the same:

• Identification of potential risks
• Identification of the alternatives
• Selecting the members who will take care of the risks when occur
• Evaluation of the pan to find out the issue on time
• Development of corrective actions as and when required. 

Performance management system: performance management is the process that deals with monitoring and evaluating the performance of the individual employees at the organisation. It is the system that helps in measuring the performance of the employees and making the performance more effective and efficient in nature (Bassi and McMurrer, 2007). It is the system that does not only activate at the time of annual performance review but it needs to be continuous so that the performance of the individual can be assessed within every interval of time. The major goal and objective of this performance management system is to promote the employees and their performance to be more effective (Weick and Sutcliffe, 2011). An effective performance management should include some of the basic elements such as proper job description, clarity of roles and responsibilities associated with the job, frequent measurement of the employee performance etc.

Elements of performance management system:

• Performance planning
• Appraisal and reviewing
• Feedback
• Rewarding
• Performance improvement plan
• Potential appraisal

NSW is the state that follows some of the major legislations related to the business and industries. These are the laws that help in educating the employees and the employers about the various rules and regulations regarding the business such as fair work system etc. it is important to implement such legal regulation and legislations in order to assist the employees and the employers to understand the obligations and their rights (Eckerson,  2010).

Code of Conduct

Some of the legislations include Annual Holiday Act 1994, Employment protection Act 1982, Essential Services Act 1988 etc.

Unlawful dismissal can be defined as the dismissal in which the reason for terminating the employee can be under the category of discriminatory reasons. It has been analysed that if the employee feel that he has been dismissed without any fair reason the he has the right to claim his to the commission within 21 days of the dismissal (Malthouse, et al. 2013).

Providing awards to the individuals in the organisation helps in motivating the employees at the level so that they can perform in efficient way. Some of the basic awards that need to be given at the workplace in order to motivate the performers are:

• Employee of the year award
• Performer of the month award
• Intrapreneur of the year award

In order to allocate the work to the employees, the first thing that needs to be required is communication. Proper communication of their roles and responsibilities is very important in order to educate the employees and allocate them tasks (Hersey, Blanchard and Johnson, 2007). Only communication from the manager’s side is not enough. It is required by the manager to be ensured that the employee has understood his responsibilities and roles. The managers should ask the employees to make the plan in which they will proceed with the tasks that have been allocated to the. Assessing their plan help the manager to understand the level of understanding of the employees (MacDuffie, 2007). The standards can be communicated to the employees by setting target for them.

1. One of the team members in my team was so much demotivated and thus I provided him the feedback of has performance on daily basis at the end of the day.
2. The feedback was about his performance of daily basis
3. I used to call him at the end of the day and discuss some personal things with him and encourage him about his performance and usually provide him positive feedback
4. I have realised that the team member have improved in his performance day by day and loved to get feedback from my side daily. This made him felt motivated.

HR assistance is required when the employees have behavioural issues with each other. it can be taken by training and development process and releasing of any kind of HR policy related to the issue (Ferreira and Otley, 2009).

It has been analysed that the objectives of the individual and objectives of the organisation should be aligned. As these objectives are aligned thus it is required by the organisation to develop the work plane that is linked with the plans of the whole organisation. This is because the organisation can only achieving its plans and objectives of the particular employee and the department is working in the same direction. Aligning the work plans with the operational plan of the organisation is important to achieve the standards and the association between the work processes. 

Case study 1:

1. The main points that needs to be considered are:

• Area of the work
• Safety of the clients
• Provision of promised services to the staff
• Safety of the staff

1. In order to identify whether the practices that are being implemented by the organisation are meetings the standards in providing safety to the clients, it is required by the manager to analyse the gap between the standards and the actual practices feedback can be taken from the clients and the staff to find to whether they are getting the services and the work area as promised or not. As per their feedback, the changes need to be made (Aguinis, 2009).
2. Better communication is the most important approach that is required to engage the staff in the team to investigate for the safety environment.

Another approach is frequent meetings. It is the approach that helps the manager to get the feedback from the staff from equal interval of time.

KPI for Individual Employee

Allocating them the tasks for maintaining safe environment

Asking them to assist the managers regarding any services they want

Integrating their opinions with the management’s strategies

Case study 2:

1. The six steps that need to be followed prior to employment of the new staff are:

• Recruitment process that helps in attracting the relevant candidates
• Selection of applicants for interviews is required to short list the most relevant candidates
• Selection of interview panel is required so that they can take the interview of the selected or short listed candidates.
• Salary negotiation: this is the stage where the salary needs to be negotiated with the employees selected by the interviewers.
• Provision of offer letter: offer letter has been given to the candidates who are selected (Jackson, Schuler and Werner, 2009).
• Induction training: Induction training has been given before their employment on actual grounds to make them familiar with the organisation.

1. The major consideration at the time of interviewing the staff is the specialised IT skills that are required by the employee to perform the tasks. The interviewers have to look whether the candidate is proficient with the skills and thus technical test is required. It is also required by the panel to select the candidates who have little bit of experienced in the similar field.
2. After the selection of the relevant candidates, the internal process of the company starts working. The immediate process is negotiation of the salary that is done by the HR manager of the company (Buckingham and Goodall, 2015). After that, the offer letter for the person has been released. The overall process is followed up by the HR department of the company. Induction training process is also needs to be initiated.
3. Induction process:

The process of induction for the new employees includes some of the steps such as

• Introduction about the company
• Clarification of job responsibilities
• Associated policies and procedures
• HR policies of the company
• Leave and other policies
• Training regarding the job tasks

Some of the information and policies that are required to be known by them are related to leave policies of the company, the rights of the employees, the overall procedure of employment and each and every procedure that needs to be followed at the workplace. It is required to make the employees familiar and thus induction training is conducted so that they can settle down in the company and grasp the new environment soon.

1. Three staff development options:

• Training and development
• Job rotation
• Mentoring

Case study 3:

1. Steps to review the policies at the organisation:

• Assessing the performance gap
• Feedback from the staff to ensure that whether the policies are implemented or not
• Analysing the feedback and performance gaps
• Taking the corrective actions

(Sharma, Sharma and Agarwal, 2016).

In order to involve the employees it is required to get the feedback and also required to conduct the meetings so that the employees can share their opinion regarding the policies and its corrections.

1. Three steps are:

• Proper communication of the policies as per the standards that are given by the industry.
• Involving more and more employees and other stakeholders in using the sustainable activities and performing sustainable practices
• Taking strict actions against the one who breach the policies.

1. Who can help in the process of improvements are:

• Employees
• Government
• Corporations that help the organisation to be sustainable
• Management

1. This problem can be resolved by hiring the external third party firm that deals with environment protection practices and perform the practices of counselling the companies to meet the environmental standards.
2. Five communication modes:

• E-mails
• Internal communication portal
• Notice boards
• Meetings
• Seminars

1. Encouraging the staff to accept the changes is very important. It is required by the management to convey the importance of changes in the policies and should educate the employees regarding the same.

Case study 4:

PART 1:

1. Four stakeholders are:

• Employees
• HR manager
• Direct manager
• Top management

1. Four staff development initiatives:

• Skills training
• Performance based incentives
• Feedback from the staff
• Provision of ownership to them

1. Recognition at the organisation:

• Awards
• Employee appreciation day
• Annual bonuses
• Gold stars

1. Five ways:

• Assessing the performance of the employees
• Evaluating the behaviour of the employees towards the session
• Feedback of the employees
• Feedback of trainer
• Assessing the interest of the employees again for the training session

1. Four support services

• Communication services
• Training services
• Basic facilities
• Software requirement services

PART B:

1. Performance counselling process

• Review of the performance
• Analysing the gap
• Identifying the support and the skills required
• Supporting the employees by counselling
• Monitoring the performance 

4. Appendix One 5.  6. Sunny Side Pizzeria 7. Individual work plan and performance review Employee Name: ABC Performance Cycle – from:        12 Feb            to: 30 Dec Position: Supervisor: 8.  Goal Improve work performance. Meeting Discussion Supervisor Sign                Date 10 Feb Employee Sign                Date11 Feb Review Outcome Supervisor Sign                Date30 Dec Employee Sign                Date 31 Dec 9.  Component / Action Resources Timeline Criteria for Success Result (Supervisor Sign) Getting training for communication    Training materials  2  months  Well trained staff Improved Research of the market  Computer system for entering the order 3 months    Market conditions and competitors analysis Improved Introducing new techniques to attract the customers    Offers 1 month    More and more foo falls Not satisfactory Changing the ambience   New furniture and colour 1 month      New ambience Moderate Analysing the customer feedback Feedback forms 3 months 70% of the feedback is positive Improved Increasing the sales by 5% Sales data 2 months Sales data results Improved but not met the standards 10.

 Risk analysis:  

Source or hazard	Incident	Likelihood	Consequence	Level of risk	Cause	Control	When and where
Brand image risk by customers	One of the customers have given very bad feedback on the social media and thus affected the image of the company	70-90%	Results in bad image of the company	High	Bad service by staff	By attending the customers nicely	On portal
Operation risk	It has been analysed that once bill delivery system has some issues and this delayed in providing bills to the customers	40-50%	Results in negative customer feedback	Moderate	Software issues	Reviewing the software time to time	In outlet
Infrastructural risk	Once an employee get injured due to the damaged chair he was passing through	50-60%	Results in employee dissatisfaction	High	Carelessness of managers	Repairing of infrastructure timely	On outlet

Communication process:

Contingency plan:

Contingency  or risk	Severity level	Action	Type of action
Brand image risk	High	By providing good offers to the customers who are not happy with the service	Eliminating risk
Infrastructural risk	High	Reviewing and servicing the tools and materials used at the outlet	Reducing risk

1. Performance measurement methods used:

The performance of the individual can be measured by assessing the sales results and the data after making the improvements in the work and provision of training of the staff. It can also assessed by the customers feedback and the complaints that they file against the staff at the outlet.

1. Performance measurement system: (Handling performance) 

The performance measurement system of the company includes the matching of the target that has been given to the employees reading their skills and the sales. The performance is measured by self-evaluation of the employees and by the feedback of the immediate managers along with HR department. 

There is relaxation for the probationary staff as their performance needs to be measured only by self-evaluation and immediate directors. 

Special cases/interim reviews

Some of the employees perform very efficiently and their review can be done in half yearly basis to provide the appraisal 

Performance planning/review meetings  

Review meetings have been done with the employees in order to discuss about their performance. 

Documentation

Documents for performance measurement:

Self-evaluation form

Performance feedback form

Customer feedback

Sales data 

Coaching plan: 

EMPLOYEE COACHING PLAN	Date
Employee Name		Manager Name
Organisational Objective	To increase the sales
Operational Objective	To enhance customer satisfaction and services
Individual Objective	To develop communication skills

EMPLOYEE RESPONSIBILITIES	MANAGER RESPONSIBILITIES
DEVELOPMENT AREA	ACTIVITIES	SUCCESS CRITERIA	MANAGER ACTIVITIES	MILESTONES	TARGET DATES
Communication skills	Learning and training	Customer feedback	Giving immediate feedback	Increasing the sales and customers satisfaction	3 months

HR consultation plan:

HR PROFESSIONAL CONSULTATION TEMPLATE

HR Professional Consulted:

 Position: HR manager Date:12 Dec

Feedback	Response
1 Filling the attendance sheet daily	Ensure that this would be followed by every staff at the outlet
2 Communication has improved	Ensuring that it will improve more
3 On time delivery of daily work report	Ensure that every staff member will send the daily work report

Counselling plan:

COUNSELLING SESSION PLAN

IDENTIFY NEED FOR COUNSELLING
Focus a counselling session:
PREPARE FOR COUNSELLING SESSION
Select a suitable place	Meeting room	Suitable time	10 am.
Gather information	The employee is feeling demotivated and behaving badly with others	Notify employee (well in advance)	Through mail
Determine components of session	Personal issues discussion Professional issues discussion
CONDUCT COUNSELLING SESSION
Opening the session	Through showing the complaints to the employee
Develop an action plan	1. Keeping the personal and professional issues separated 2. Informal celebrations with the staff in lunch time 3. Engaging with other activities
Record and close session	The employee will try to follow the same. He has some personal issues and not feeling motivated at the workplace
Follow up	By immediate manager
ASSESS COUNSELLING SESSION AND ACTION PLAN
Review counselling session	Can be done another assessing the behaviour of the employee
Review action plan	Can be done by assessing the targets and behaviour

References: 

Aguinis, H., 2009. Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.

Bassi, L. and McMurrer, D., 2007. Maximizing your return on people. harvard business review, 85(3), p.115.

Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50.

Bush, T. and Middlewood, D., 2013. Leading and managing people in education. Sage.

Dowling, P., 2008. International human resource management: Managing people in a multinational context. Cengage Learning.

Drucker, P., 2013. People and performance. Routledge.

Eckerson, W.W., 2010. Performance dashboards: measuring, monitoring, and managing your business. John Wiley & Sons.

Ferreira, A. and Otley, D., 2009. The design and use of performance management systems: An extended framework for analysis. Management accounting research, 20(4), pp.263-282.

Griffin, R.W. and Moorhead, G., 2011. Organizational behavior. Cengage Learning.

Hersey, P., Blanchard, K.H. and Johnson, D.E., 2007. Management of organizational behavior (Vol. 9). Upper Saddle River, NJ: Prentice hall.

Jackson, S.E., Schuler, R.S. and Werner, S., 2009. Managing human resources (p. 358). Mason, OH: South-Western Cengage Learning.

MacDuffie, J.P., 2007. 12 HRM and Distributed Work: Managing People Across Distances. The Academy of Management Annals, 1(1), pp.549-615.

Malthouse, E.C., Haenlein, M., Skiera, B., Wege, E. and Zhang, M., 2013. Managing customer relationships in the social media era: Introducing the social CRM house. Journal of Interactive Marketing, 27(4), pp.270-280.

Middlewood, D., 2010. Managing people and performance. The principles of educational leadership & management, pp.132-150.

Sharma, N.P., Sharma, T. and Agarwal, M.N., 2016. Measuring employee perception of performance management system effectiveness: Conceptualization and scale development. Employee Relations, 38(2), pp.224-247.

Weick, K.E. and Sutcliffe, K.M., 2011. Managing the unexpected: Resilient performance in an age of uncertainty(Vol. 8). John Wiley & Sons.