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BSBLDR402 Lead Effective Workplace relationships

Assessment Task 2 Project

Q1.Analyse the details of the company business plan and the current operational plan and prepare
a short document showing how the contents of these plans will translate down to your stores level.
The document should also demonstrate how the business and operational plans reflect Bizopss
vision, mission and values statement.

BizOps Enterprises
BizOps Vision
To be recognised by customers as a leading manufacturer and retailer of exclusive products.

BizOps Mission
To develop the BizOps brand and provide customers with high quality and innovative
products and services.

This is supported by:


meeting the changing needs of customers
delivering speedy and personalised service
employing professional and enthusiastic staff
providing clean and green products and services
adopting sustainable work practices
undertaking continuous improvement processes.

BizOps Values
Customer service: our customers are the most important part of our business
Staff: our people are the key to our success
Teamwork: people working together achieve more
Market identity: our brand will reflect exclusivity
Business growth: our future depends on what we do today

BizOps we are committed to:

providing high quality and innovative products and services to customers


meeting the changing needs of customers
offering innovative product solutions
delivering speedy and personalised service
employing professional and enthusiastic staff
providing clean and green products and services
adopting sustainable work practices
undertaking continuous improvement processes.

BizOps is known for its enthusiastic and inclusive culture. BizOps seeks to maintain
professional and well-supported staff.
Goals/objectives

In 20152020 BizOps will consolidate its position in the market as a lead retailer for green
and sustainable solutions for high quality exclusive products.

To do this, BizOps will focus on the following business goals:

Financial stability:
- Increase revenue by 15% (compared to the previous 12 months) by the end of the
financial year
- Maintain annual profit levels of 15% of revenue for all products and services,
calculated at the end of each financial year
- Reinvest 75% of profit back into the business at the end of each financial year

Market position:
- Maintain the number one rating in the annual national industry customer service
awards
- Launch new high quality exclusive consumer products to meet customer demand,
ahead of competitors, within budget and by the agreed deadlines

Right people:
- Provide induction training at the commencement of employment to train new
employees to be knowledgeable, helpful and enthusiastic
- Provide the financial, physical, human and time resources to support an annual
professional development program for all BizOps employees

Finances
2015-2016 2016-2017 2017-2018 2018-2019 2019-2020
Income 150,000,000 172,500,000 198,375,000 228,131,250 262,350,937
Expenditure 127,500,000 146,725,000 168,618,750 193,875,000 222,998,297
Profit 22,500,000 25,775,000 29,756,250 34,256,250 39,352,640
Reinvest 16,875,000 19,331,250 22,317,188 25,692,188 29,514,480

Products/services

Market position
BizOps offer quality, high-end, innovative and exclusive consumer products. We provide a
quality service to our customers, focusing on green solutions. We participate actively in
trade fairs to ensure we have the latest high-end consumer products available for our customers.

Unique selling position


Our distribution of retail outlets across Australia allows us to provide the personal level of
service customers expect with exclusive products, but we also provide service through online
and phone stores in each state. Our customer service is knowledgeable and friendly. We
reward our customers for their loyalty.

Anticipated demand
A large number of customers purchase our lower priced items, valued at $500750. We sell
approximately 16,000 items in this price range every month across our 150 stores. Our large
corporate clients purchase on average twice a year, spending approximately $10,000
15,000 per purchase. Our VIP individual customers (approximately 1,000 nationally)
purchase on average one larger/high-end item per year and between 5 and 10 lower priced
items. Their spend averages to approximately $10,000 per annum.

Pricing strategy
BizOps applies standard industry mark-ups for lower priced items. Our high-end items are
often unique in the market and are priced accordingly, based on our purchase price and
understanding of the market.

Value to customer
BizOps individual customers view us as a destination for quality goods with a green bias.
Our corporate clients trust us to provide high quality products and services that will perform
above expectation and impress their clients. Our VIP customers are discerning and rely on
us to keep them up to date with the latest in exclusive consumer products.

Growth potential
BizOps is aiming for 15 per cent growth in revenue per annum. This growth will come in part
from technology improvements and innovation resulting in better products with a lower
impact on the environment. As this happens, our environmentally conscious customers will
want to upgrade their products. Growth will also occur naturally as the population in Australia
continues to increase and accumulate more wealth. The home is one area that Australians
take great pride in furnishing and exclusive products are increasingly sought after.
Insurance
BizOps holds current workers compensation and public liability, product liability, business
asset and business revenue insurance. The company accountant holds all details.

Risk management
See BizOps intranet for the current risk-management procedure

Q2.The operational plan has provisions for individual stores to put up business cases for multi-
skilling of staff and developing a local sales strategy. With the intent of ultimately preparing a
business case to access additional funds for each of these items, prepare an outline of possible
improvement strategies that could be presented to staff as the initial consultative step to enable
them to participate in the process
Performance Objectives identify what is to be done, to what standard and within a particular time
frame.
- They should relate to specific activities to be undertaken in the next 12 months in relation to Key
responsibilities and outcomes.
- They would normally be agreed through discussion between the staff member and supervisor
- The direction of the work area for the coming review period in the context of broader Cost Centre
and University strategic plans should also be considered at least in general terms.
Performance indicators measure or standard against which performance can be measured
- Such measurement may be quantitative or qualitative
- Guidance about how to develop measures is available in the BizOps Users guide

Individual Development plan section


- Includes required training and other skills development/training commitment for the
year.Guidance about how to complete this section is available in the BizOps Userss guide
Record of discussion and action section
- To be completed by the supervisor and forwarded to staff member
Final Checklist and signatures section
- To be signed by staff member and supervisor
- Some areas may require that the next line manager also sign
Confidentiality
- Copies of completed form should be retained by the staff member and held by the
supervisor/manager under confidential arrangement, in a local, secure place
Overview section
- The elements incremental progression: / linked position may be deleted if they do not apply to
an individual
- Listing in this section the Key responsibilities and outcomes is also optional
- It is expected that this formal review process will take place annually. However areas may
decided to schedule reviews more frequently if this suits the operations of the area
- Where a staff member has multiple reporting/accountability lines,how best to coordinate the
participation of multiple manager/supervisors in the performance review process should be
considered at the outset
Discussion and feedback section
- This section provides prompts for discussion between staff member and supervisor about
achievements, factors hindering successful performance, and upwards feedback with regard to
the outgoing review year,in retrospect, and in preparation for the year ahead.
- Areas may wish to modify the wording or include other prompts for discussion. However.note
that the opportunity for the supervisor to receive feedback from the staff member should be retain
Individual performance plan section
- This section provides the basis for establishing and assessing performance against clearly defined
performance objectives
- Key responsibilities and outcomes for staff member in his or her role. Generally,these are drawn
from the position description.
If,at the time, a staff member does not have a position description to work from,the process is
the ideal opportunitu to review and update position description
It is also expected that staff will comment on team work and any additional requirements that
may be specified in the position description

Q3.The operational plan contains a consultation strategy section. Interpret this strategy and
prepare a consultation plan that outlines who you should consult, how you should consult with
them, and what sort of information you should be seeking before preparing final business cases on
both the multi-skilling and sales strategy items

Stakeholder Roles Objectives Consultation method


Senior management Implement the plan to Consult Meeting feedback
achieve the intended Keep motivated and sessions
results engaged
Outlet manager Develop an operational Implement plan consult Staff meeting and video
plan and implement the conference with other
plan to increase sales outlet manager
volume
Sales staff Implement the plan to Consult Meeting feedback
achieve the intended Keep motivated and sessions
results engaged
Online and phone Provide sales not Consult Video conference
outlets supported through retail
outlet
Major customers Client who purchasing Consult Letter , Email , Phone
company product and calls , Advertise
services in high volume
Customers People who make Obtain feedback Emails
purchase of company Newsletter
product or services

Q4.You are concerned that some of your staff are becoming more negative about their work and
you feel this may be one of the contributing factors to the drop in sales performance of the store.
You have been some social media comments that the casual staff have made about your leadership
style, and these indicate that you have no empathy or respect for their needs as casual workers.
Describe some practical steps you could take to improve your relationship with staff, particularly
with regard to empathy and respect
Communicate Openly - Good communication between an employer and its employees is imperative for
building a positive workplace culture. As an employer, dont hide important information from your staff
or only grant the information to a select group of workers. Being aware of how the company is
performing and what projects are getting started help employees see how their role fits into the
organization; it also makes them more likely to respect and trust their company. Always keep your team
members in the loop.
Gratitude and Appreciation - Saying please and thank you go a long way at an organization. Be
empathetic to your workforce and appreciate the efforts that they contribute to your company. When an
employee consistently turns in great work yet receives no recognition, you can be sure that his job
satisfaction and morale is low. He might even consider finding a company that does appreciate his work.
To make this scenario unrealistic at your workplace, be grateful for the work your employees do and
show your appreciation through public or private recognition, parties, gift cards or whatever else would
appeal to your team.
Consistent Feedback - In order to improve their work performance, an employee must receive feedback,
both positive and critical. Employees find it frustrating when their work has been changed or a project
isnt approved but receive no feedback as to why these actions have happened. Help your employees
grow by offering them frequent feedback on their work. Set up monthly or weekly meetings to check in
with them about their progress and what goals they want to accomplish. When you take these steps, youll
see your employees more engaged with their work.

Q5.Review the code of conduct policy. Under this code, it clearly states that use of social media
must not harm the reputation of Bizops or its employees. Given that you are focused on trying to
improve your relationship with you staff, outline how you should handle this violation of the code.
Social media policy - BizOps respects the free speech rights of all of its employees, but remember that
customers, colleagues and supervisors often have access to the online content posted on social media.
Any use of social media must not harm the reputation of BizOps, its customers, its suppliers, its
employees and its board members. Online activities must not interfere with job commitments.
To handle this company should do the fallowing:
Launch an internal social media platform - Start an internal blog, or platform, where employees can
chat, collaborate and air opinions.
Respond to output on social media Most of the people agree their perception of a company improves
after seeing an executive or other representative respond to a review.
If comments are negative, don't be defensive. Instead, respond to the issues being raised and, if
appropriate, follow up when they are rectified.
When reviews are positive, take the opportunity to provide deeper insights into what was said and why it's
important.
Create usable content for social media - When launching a new product or service, upload the
information so workers can then use and share on social media. Create a hashtag to use when posing
questions on Twitter.
Build trust with your employees - The final principle is simple. A working environment that fosters trust
will encourage your workers to paint a better image of your company online.
If company must introduce social media policies, they should point to clear guidelines on sharing
confidential information, recommendations on how and when employees can speak on behalf of the
company, and legal considerations such as discrimination concerns
Q6.The work culture in your store is clearly having an impact on workplace productivity and
relationships. You have realised that the prevailing culture is dictated by the nature of the Bizops
activities and the people, including yourself, who work in the store. Outline some strategies that you
could adopt to help the people in your store to more closely reflect the values outlined in the vision,
mission and values statement.
Mission Statement Creation
Your mission statement should be a concise statement of business strategy. It should be developed
from the customers perspective and it should fit with the vision for the business.

- To create your mission statement, first identify your organization's "winning idea".
- This is the idea or approach that will make your organization stand out from its competitors, and is the
reason that customers will come to you and not your competitors.
- Next identify the key measures of your success.
- Combine your winning idea and success measures into a tangible and measurable goal.
- Refine the words until you have a concise and precise statement of your mission, which expresses your
ideas, measures and desired result

Vision Statement Creation


Once you've created your mission statement, move on to create your vision statement
- First, identify your organizations mission. Then uncover the real human value in that mission.
Reflect the essence of the organizations mission and values.
Answer the question: What impact do we want to have within the corporation?
- Next, identify what you, your customers and other stakeholders can be expected to value most
about how your organization will achieve this mission. Distill these into the values that your
organization has or should have.
- Combine your mission and values, and polish the words until you have a vision statement
inspiring enough to energize and motivate stakeholders inside and outside your organization.
- Make sure the words convey a larger sense of organizational purpose, so that your team members
see themselves as important and relevant to the corporation.
-
Values Statement Creation
A value statement should:
- Reflect the core ideology of an organization, the deeply held values that do not change over time.
- Answer the question: How do we carry out our mission?
- Include the values your organization lives and breathes in all its activities.
-
Find ways to involve as many people as possible in the mission/vision/values creation processes, because
engaging team members will help them to take ownership, while also providing more minds to help craft
statements that accurately reflect the diverse organization.
Q7.Develop a 12-month strategy that will enable you to regularly consult with your team and
review their combined and individual performance towards achieving the goals set out in the
business and operational plans

The formal annual evaluation of employee performance and planning development comprises four parts:
1. Identifying and agreeing on Key Performance Indicators, and any goals and responsibilities to
implement the services QI
To ensure that the evaluation of an employees performance is meaningful and focused, it is
recommended that employers and employees agree upon a set of Performance Indicators based on which
the employees performance will be assessed over a 12-month cycle. For new employees, it is
recommended that this is done after the successful completion of the probationary period. For existing
employees, this should be done as part of the annual performance evaluation process

2. Preparing for the meeting


Preparation for the performance evaluation meeting by both the employer and employee will ensure that
the discussion is meaningful and focused, and is beneficial to both parties. The extent of preparation may
vary between individuals. If EM&D has been implemented appropriately within a culture of ongoing
dialogue and open communication between employer and employee, preparation for the evaluation
meeting should require minimal time

3. The annual performance evaluation meeting. The annual performance evaluation meeting involves the
employer and employee meeting to discuss the performance of the employee over the past 12 months, the
employees successes, any challenges and PD undertaken. It is assumed that both the employer and
employee come prepared for this meeting to discuss their assessment and reflections.
It may involve the following additional steps:
1. gathering evidence as required to demonstrate achievements, particularly if there are significant
inconsistencies in the assessments undertaken by the employer and employee
2. planning, selecting and confirming the Key Performance Indicators (ELAA recommends a
maximum of six), any goals and Quality Improvement Plan (QIP) areas to be the focus of the employee
for the next 12 months
3. documenting the agreement reached and signing in proof of acceptance.

4. Agreeing on PD and support options for the employee for the next 12 months
This part of the evaluation process involves creating a plan to support the professional development of the
employee and includes the following:
discussion with the employee to identify development and support needs
in consultation with the employee, selection of appropriate courses, conferences and PD strategies
documentation of the individual development plan for the next 12 months
approval of the agreed individual development plan by the employer, and allocation of appropriate
resources to enable the employee to undertake the agreed PD
The mid-year review
Formal performance evaluation meetings described above are held once a year, at a set time during the
year (e.g. November each year or at the anniversary date of the employees commencement). It is good
practice to have an informal review meeting mid-way through the year. This meeting is based on a no
surprises to the employee principle, meaning that this meeting is not used as the first opportunity to raise
serious concerns (if any) about the employees performance. Both the employer and employee should
raise any serious concern at the time they occur.

The discussions at this review meeting should be documented and placed in the employees file, and
should form part of the formal performance evaluation meeting held annually (refer to Tool 3.4: Mid-year
review).

The mid-year review should be viewed as a checkpoint for the employer and employee to reflect on and
discuss progress, especially if time for ongoing dialogue has been limited. ELAA strongly recommends
that organisations make an effort to conduct these mid-year review meetings to enrich the EM&D process
for employees and the organisation as a whole

Q8. One of your lowest-performing sales staff members has put a post on face book that he is
looking for another job as bizops is going downhill. You have decided that you need to conduct a
performance interview with this person. However, you are uncomfortable running performance
meetings, so you plan to make some notes in advance that will help make the meeting positive
.prepare approximately one page of notes to use in the

It may be a good idea to give these types of employee something new to do. By including them on
different types of projects or shifting them to other departments, you may be able to reinvigorate their
commitment to the company.
If your employees are actually telling you and others how unhappy they are in their jobs, theres a good
chance theyre ready to quit. Generally, when these sorts of feeling arise, employees try to keep them to
themselves. They dont want to be singled out and they dont want others to see them as whiners.
However, as these feelings of unhappiness grow, they get harder and harder to hide. Theyll often come
out around on social media sites or even in your office giving you the opportunity to address the
situation with the employee and look for ways to resolve the situation by fallowing:
Create a career pathway
Give as training opportunities and career mentoring, to employees who do not believe there are attractive
career opportunities for them within the company led to such employees leaving the organization. It's
critical for businesses to have regular career planning discussions with their employees. As part of
training and development, make sure employees are aware of the different types of career paths or job
opportunities throughout the company

Promote a positive work environment


Happy employees make for a happy company. Within the office, we'll publicly acknowledge
accomplishments, provide a group lunch, reserve a prime parking space, or change a title. We'll also help
employees to grow and develop, whether by taking on new desired responsibilities or challenges, taking
courses to learn new skills, or furthering knowledge of the company by traveling on company business
trips

Make work-life balance a priority


To engage the workforce and remain competitive, it's no longer sufficient to focus solely on benefits. Top
employers create an environment where employees feel connected to the organization and have a positive
work experience that's part of a rich, fulfilling life

Recognize and reward employees


Achievement and recognition are high motivators for employees. If they take risks, reward them. Give
them a coupon to go out for dinner, an extra day off, tickets to a show, etc. The small stuff adds up.

Make employees part of the big picture


The best benefit you can provide to your employees is the opportunity to make a difference through their
work and help guide the course of the company. Benefits such as clear and frequent communication on
company happenings, individual and department direction, and big-picture company direction make all
the difference in employee happiness.

Q9. During the performance interview, you realise the poor performance and desire to find a new
job are due to conflict between sales staff. You have only heard one side of the story; however, the
conflict seems to be about excessive competiveness between sales staff. Apparently, some staff
members are using inappropriate techniques to steal the sale away from the sales person who made
the initial contact with the customer. This originally began as a tearoom challenge, but has evolved
into behaviour that is creating animosity between the sales staff. Outline the processes you should
adopt to deal with this situation.
Step 1: Prepare for Resolution
Acknowledge the conflict The conflict has to be acknowledged before it can be managed and resolved.
The tendency is for people to ignore the first signs of conflict, perhaps as it seems trivial, or is difficult to
differentiate from the normal, healthy debate that teams can thrive on. If you are concerned about the
conflict in your team, discuss it with other members. Once the team recognizes the issue, it can start the
process of resolution.
Discuss the impact As a team, discuss the impact the conflict is having on team dynamics and
performance.
Agree to a cooperative process Everyone involved must agree to cooperate in to resolve the conflict.
This means putting the team first, and may involve setting aside your opinion or ideas for the time being.
If someone wants to win more than he or she wants to resolve the conflict, you may find yourself at a
stalemate.
Agree to communicate The most important thing throughout the resolution process is for everyone to
keep communications open. The people involved need to talk about the issue and discuss their strong
feelings. Active listening is essential here, because to move on you need to really understand where the
other person is coming from.

Step 2: Understand the Situation


Once the team is ready to resolve the conflict, the next stage is to understand the situation, and each team
member's point of view. Take time to make sure that each person's position is heard and understood.
Remember that strong emotions are at work here so you have to get through the emotion and reveal the
true nature of the conflict. Do the following:
Clarify positions Whatever the conflict or disagreement, it's important to clarify people's positions.
Whether there are obvious factions within the team who support a particular option, approach or idea, or
each team member holds their own unique view, each position needs to be clearly identified and
articulated by those involved.
This step alone can go a long way to resolve the conflict, as it helps the team see the facts more
objectively and with less emotion.
List facts, assumptions and beliefs underlying each position What does each group or person believe?
What do they value? What information are they using as a basis for these beliefs? What decision-making
criteria and processes have they employed?
Analyze in smaller groups Break the team into smaller groups, separating people who are in alliance. In
these smaller groups, analyze and dissect each position, and the associated facts, assumptions and beliefs.
Which facts and assumptions are true? Which are the more important to the outcome? Is there additional,
objective information that needs to be brought into the discussion to clarify points of uncertainly or
contention? Is additional analysis or evaluation required?

Step 3: Reach Agreement


Now that all parties understand the others' positions, the team must decide what decision or course of
action to take. With the facts and assumptions considered, it's easier to see the best of action and reach
agreement
If further analysis and evaluation is required, agree what needs to be done, by when and by whom, and so
plan to reach agreement within a particular timescale. If appropriate, define which decision making and
evaluation tools are to be employed.
If such additional work is required, the agreement at this stage is to the approach itself: Make sure the
team is committed to work with the outcome of the proposed analysis and evaluation.

When conflict is resolved take time to celebrate and acknowledge the contributions everyone made
toward reaching a solution. This can build team cohesion and confidence in their problem solving skills,
and can help avert further conflict.

Q10.In dealing with the conflict, you discover that one of the sales staff members is taking the
matter personally and has questioned the level of transparency and fairness that you are using to
resolve the matter. Outline what you should do now.
Find out what the real problem is. Meet with the people involved in the problem in a private room, and set
aside an hour or two to focus on the situation. Then listen to both sides of the argument, asking both sides
to state their problems in no-fault terms like I feel like I am left out, instead of You always leave me
out. Be careful not to state any bias towards either party while determining the facts of the situation.

Come up with clear steps to solve the problem. Invite each employee involved in the conflict to come up
with a series of proactive steps that both they and their fellow co-workers can take to end the problem.
For instance, if one employee is annoyed when his co-worker plays music loudly, the solution could be as
simple as a pair of headphones. If the situation is more involved or emotional, though, you may consider
bringing in a professional mediator to help resolve the conflict.

Evaluate the solutions success. Schedule a follow-up meeting between the involved parties after a period
of several weeks to determine how well the issue has been resolved. Additionally, keep a close eye on the
situation yourself, and get ready to have a private discussion with one of the employees if he isnt living
up to his end of the deal. Depending on how serious the offense is, you may need to give an ultimatum
that the offending employee will lose his job if he doesnt take the necessary steps to resolve the problem.

Identify when the issue is harassment. Many workplace conflicts stem from simple misunderstandings or
personality clashes, but in some cases, the issue may be far more serious. If one employee is insulting
another on the basis of gender, ethnicity, sexual orientation, or another personal issue, this is a matter of
harassment, and must be taken seriously. In many cases, this will mean firing the harassing party. If you
believe one of your employees is harassing another, consult with an employment lawyer immediately to
find out the best steps to take.
Focus on building a united team. Once youve resolved your workplace conflict, help ensure that new
problems dont arise by working to bring your staff closer together. Host occasional potluck dinners, and
shut down the office for a paid afternoon of bowling or mini-golf every once in a while. You might also
consider trying some icebreakers and teambuilding games at the office. These activities will give your
staff the opportunity to warm up and get to know one another outside of the workplace, which will go a
long way towards getting all of your employees to like or at least tolerate one another.