BSBMGT502

MANAGE PEOPLE PERFORMANCE

GAGANDIP SINGH
GEN0412
Appendix 1: Employee position description
Position Description
Job title: Customer Service Representative Date:
Job level: Entry Level Reports Manager Homewares
to:
Department/division: Hardware and home products
Summary of position
Provide expert advice to customers on hardware and homewares products, process
sales and refer sales to checkout staff.
Essential job requirements
● Determine customer needs.
● Provide expert advice to customers.
● Take and process orders.
Required competence/education
What are the minimum competence/educational requirements for this position?
Competence Level/standard
Product knowledge Ability to describe the use of each product; (on rare
occasions, where necessary) able to refer to others on
team with more expert knowledge and with minimal
inconvenience to customer.
Customer focus Can develop rapport, inspire confidence; Up-sell and
cross-sell when appropriate to meet customer’s needs.
Point-of-sale Able to complete and process orders within two
technology minutes.
Learning and Expected to take a self-directed and continuous
development approach to learning on- and off-the-job in consultation
with management
Health, safety, Can follow relevant policies and procedures for WHS,
security and recordkeeping and financial procedures, sustainability
environment policies and procedures.

Physical requirements
Must be able to stand for four-hour shifts; minimal lifting: 20 kg.
Mental requirements
N/A
Equipment used
Computer/point-of-sale terminal, telephone, forklift, fax machine, power tools.

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Supervisory responsibilities
N/A
Working conditions
● Indoor warehouse environment.
● Occasional outdoor work.

Signature:

Date:

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Appendix 2: Employee work plan

KRA Activities/goals Measurement/KPIs Accountability/dependencies

Financial
 Managing money well  Monthly Financial Reports  Financial Manager
 Achieve sales performance as  Sales performance report
20% off the target
 Getting high sales revenue per
month
Internal process
 Knowledge ability about  Customer satisfaction  Homewares Manager
product and services
 Performance appraisal
 Can adapt in new environment
 Market share
 Completing sales transaction
in short time
Customer focus  Customer satisfaction score
 Have a good customer  Customer Relationship
satisfactory score  Quality of service Manager
 Meet customer’s needs

Development
 Having 20-30 training hours  Level of productivity  Training Department
per week
 Self-development report from
 Self-advancement learning trainer
exercises
 -Can take a self-guided and
constant way to deal with
learning on-and off-the-work
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 in conference with the board

Signature:

Date:

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Appendix 3: Risk management plan template

Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible
Financial High Financial Finance of the company Finance of the Finance of Finance of the
health of company the company company
the
business
Training High Develop Training and development Training process As per Training and
ment of candidate’s development
the qualification department
employe
e
Human resource High Selection Human resource of the Selection of the When needed HRM
of the company employees
employe
e
Operational High Operatio Day to day operation of the Smooth operations For every Operation
n of the business operation manager
business
Market High Competit Market competition of the Market of the Regularly Marketing
ion in company company department
the
market

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 Risk Risk
Risk likelihood impact Controls Monitoring Timelines Responsible
Credit Moderate The Borrowing going in to Credit capability Monthly Finance
person default department
who
being
defaulter
Liquidity Moderate Covert Selling of goods Market share of the Monthly Marketing
goods in goods department
to cash

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Role Plays Scenario:

Homewares Manager with the Garden Products Manager

HM: Good afternoon sir, do you have some time?

GPM: Yes sir of course, what do you need?

HM: I want to discuss some things about Kim.

GPM: About Kim in my department?

HM: Yes, Apparently, Kim has given the interest in the job position hardware and home products recently, and here I want to ask you
about her. What do you think about her? Maybe you can tell me about her performances? or some things related to the work.

GPM: Alright sir, according to me she is a fast learner, she has a quite talent on customer services, she adapts the environment quickly

HM: So, do you think it’s a good decision to move Kim for the new position?

GPM: Yes, because her performance is good. You don’t need to worry about that. I believe that she can do the best for the new position
and can adapt easily.
HM: Okay, thank you so much for the time, Sir. I will contact you as soon as possible to inform you about this.
GPM: No problem, Sir.
HM: Good afternoon, Sir.
GPM: Good afternoon

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Role-Play Scenario:

Homewares Manager with Seconded Employee (Kim)

HM: Are you Kim?

Kim: Yes, I am sir
HM: Please come to my room after the break, I need something to talk
Kim: Sure sir

(After Break)

Kim: (Knocking the door and entering the room) Excuse me sir, I have come as you ordered me
HM: Come in (shout), so Kim. Here I want to discuss about the new position you are interested about. Since I already discussed your
interest in the new position with your manager. I want to ask you one more time. Are you ready for the new position and all the
procedures?
Kim: Oh, alright sir, Yes! I’m ready for the new position sir!
HM: Okay, I want to inform you that you are accepted in the new position in this department.
Kim: Thank you so much, Sir! I do really happy for that. I promise that I will do the best for it.
HM: I trust you for this new position. Here is the brief explanation about your new job details. You have to:
 Determine customer needs.
 Provide expert advice to customers.
 Take and process orders.
Kim: Yes, Sir. I can do that.
HM: Here you can read the term and condition. Are there any questions from the work plan or something that you are not agree with?
Kim: No, Sir. I’m fully agree with that.
HM: Great! Welcome to the new department, Kim! I hope we can work as a good team with you.
Kim: Thank you very much, Sir. I hope so.
HM: If you want to ask anything, just contact me. I think that’s all. Have a good day.
Kim: Yes, thank you so much sir!
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 ASSESSMENT 2

AMENDED PERFORMANCE MANAGEMENT SYSTEM DOCUMENTATION

a. Performance Management System

Purpose:
The goal or the purpose of the performance management System is basically developing the low skilled employees who are
considered need to be developed in hard skills or may be soft skills by providing an appropriate agenda which manages the performance
of employees in this company. The company recognizes that performance management happened to be managed
and enforced exploitation tools, techniques and processes that are in step with its values and suits legal needs. The organization hope all
the staff can participate in the management and appraisal process completely and constructively, regardless as to if they're either
conducting or receiving a management or appraisal and adjust to legal needs.

Scope:
This policy applies to any or all employees used other than session staff. For workers UN agency is absent for most of the year
(maternity, sickness, sabbatical), quality management and assessment procedures will not be applicable. Once the worker returns to work,
the manager should meet with them to discuss what support is needed to introduce them to the work and to agree on objectives. In the
context of what was affordable for the worker to possess achieved while they were at work, even previous goals should be considered.

Roles and responsibilities

Manager:
- prepare staffing levels.
- Work with Human Resources staff to recruit, interview, select, hire, and use academic degree acceptable type of workers.
- offer oversight and direction to the staff among the operational unit in accordance with the organization's policies and procedures.
- Coach, mentor and develop staff, along with overseeing new employee onboarding and providing career development springing up with
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and opportunities.
- Empower workers to want responsibility for his or her jobs and goals. Delegate responsibility and expect responsibility and regular
feedback.
- Foster a spirit of cooperation and unity among department members that permits for disagreement over ideas, conflict and prompt
conflict resolution, and additionally the appreciation of diversity additionally as cohesiveness, supportiveness, and dealing
effectively on to change each employee and additionally the department to succeed.
- Consciously manufacture a geographical point culture that's to keep with the final organization's that emphasizes the glorious mission,
vision, guiding principles, and values of the organization.
- Lead workers using a performance management associate degreed development technique that has associate overall context and
framework to encourage employee contribution and includes goal setting, feedback, and performance development springing up with.
- Lead workers to satisfy the organization's expectations for productivity, quality, and goal accomplishment.
- offer effective performance feedback through employee recognition, rewards, and disciplinary action, with the assistance of Human
Resources, once necessary.
- Maintain employee work schedules along with assignments, job rotation, training, vacations and paid time without work,
work, defend absence, and overtime programing.
- Maintain clear communication. suitably communicate organization knowledge through department conferences, one-on-one
conferences, and acceptable email, IM, and regular social communication.

Employee:
- head of the health and safety of themselves and of others UN agency is additionally stuffed with what they're doing or not do
- Get along with the health and safety matters
- Not misuse any tool that's provided for safety functions (e.g. hearth extinguishers or safety goggles)
- Follow directions from the leader on health and safety matters and attend relevant health and safety work
- Report hazards and defects discovered among the geographical point
- staff do their own job
- Being disciplined in work (not being late or absent)
- Avoid swing themselves or others in danger

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Performance review guidelines
The employee’s performance is monitored and evaluated oft throughout the year. The performance review encompasses three elements:
- associate annual formal review discussion
- a six-month follow-up discussion
- continuous observance of the employee’s performance.
These elements feature among the subsequent technique.

Goal setting and work designing

Goal setting and work coming up with is to be undertaken in consultation with affected managers, teams and other people on the
next basis:
- KPIs, activities and targets are to be set with relation to the relevant sections of the organization’s operational prepare and position
descriptions
- Work coming up with takes into account specific capabilities and input from workers.

Annual discussion
The annual discussion is also a key step among the performance review technique. primarily, this step involves collecting all the
information collected and assessed throughout the year bearing on the employee’s performance. However, there must be no
surprises throughout this discussion; it's simply an overview and review of the informal and formal reviews conducted throughout the
year.
The key parts of the annual discussion are to:
- Replicate on performance throughout the year
- Clarify key responsibilities of the role and review the duty description
- Discuss successes additionally as areas for improvement
- Set united targets and performance standards for the subsequent six months
- Agree on key areas of development for effective performance among the role.

Six months follow-up discussion

The follow-up review provides an opportunity for managers and workers to re-visit targets, standards and development plans to:
- establish that progress is heading in the right direction
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- establish changes impacting on the action of targets and standards
- discuss development prepare progress or establish development arrange
- modify standards and targets, if needed.

Training Session
- Introduction to the most options of the performance management system

I. Goal setting:
Organizational Goals
Organizational goals are those meant to spice up the structure of a business and company as a whole. it's helpful to interrupt
down huge structure goals into smaller ones to help produce them appear less discouraging

Employee Goals
To help workers have the simplest way of purpose terribly} very company and feel driven, it's important for each one to possess
personal, good goals. it's common for staff to work out personal goals throughout academic degree annual review, but the
creation associated review of ongoing and new goals can facilitate increase an employee’s success. worker goals can embrace earning a
promotion, gaining further responsibilities, acting as a project manager, gaining further purchasers for the company or earning a
company bonus. once academic degree employee creates goals, her manager can show support by serving to her develop action
steps, creating deadlines and celebrating each success.

Financial Goals
It is natural for geographic point goals to include those related to finances. whereas creating short- and long-term cash goals,
it's important to let workers comprehend the vision and build ways in which during which for each staff person to participate.

Performance measuring processes

STEP one SELECT: choose & define what’s value activity
Choosing and method what’s value activity for your organization involves:
• deciding what specific results must be measured
• springing up with measures that supply the foremost effective proof of those results
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• method the measures to specify the operational details of the thanks to bring them

STEP 2 COLLECT: gather information that has integrity

The process of grouping performance information is important to its integrity and will be really resource intensive. It’s price giving
serious thought to but you'll approach it, thus the information are typically “fit for purpose”. It involves:
• method the data requirements for a collection of performance measures you'd prefer to report
• springing up with, rising and implementing information assortment systems to optimize knowledge accessibility and integrity

STEP 3 STORE: manage the data thus it’s quick and easy to access
Where and therefore the approach you store your information directly determines what knowledge you'll access, once and therefore
the approach quickly you'll access it, however easy or hard it's to access and therefore the approach superabundant cross-functional use
you'll get out it. To avoid the pitfalls of assumptive that information is easy to induce your hands on, perceive that the
next activities will doable be needed in conveyance your measures to life:
• using an information referencing model to form data management value effective & amendment cross-functional use of knowledge
• extracting, integrating and preparing information for analysis

STEP 4 ANALYSE: flip knowledge into info

Analysis turns knowledge into data. guarantee it’s the foremost acceptable info by adopting the sole analysis approach which
can manufacture the information among the sort required to answer your driving queries. Analysis activities sometimesinclude:
• choosing analysis techniques that manufacture performance knowledge that answers driving business queries
• applying analysis procedures to raw performance information
STEP 5 PRESENT: effectively communicate the information
In act performance knowledge, you're influencing that messages the audience focuses on. make sure to gift performance measures
in ways in which during which supply straightforward, relevant, trustworthy and visual answers to their driving queries. Activities a bit
like the subsequent are generally involved:
• springing up with graphs that facilitate interpretation and deciding
• springing up with and developing performance reports or dashboards for the owners and audiences of performance measures
• springing up with and implementing performance coverage processes

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STEP 6 INTERPRET: translate the information into implication
Interpreting your performance measures means translating messages highlighted by performance information into conclusions relating
to what’s terribly occurring. to point out information into implication, you would like to acknowledge that messages are real messages
(e.g. once a trend is factual a trend). two activities are necessary at this step among the performance activity process:
• method pointers that signal that variations in performance results are real and that are merely natural random variation
• drawing conclusions relating to performance results to settle on if action is needed (or not)

STEP 7 APPLY: decide but implication will become action

When you have found out what's very occurring together with your organization’s performance, you're in a position to create
some decisions relating to what to spice up, what proportion to spice up it by and therefore the thanks to attempt to it rising.
• springing up with decision-making processes that make effective use of performance measures
• identifying the premise causes of performance results (getting deeper than the symptoms)
• setting performance targets that encourage property improvement
• victimization performance measures to link the event cycle back to the design cycle

II. Formal feedback and Informal feedback can help you giving the acknowledge of staff accomplishments or improve performance in
real time.
Feedback are typically positive or constructive
Give regeneration to acknowledge and reinforce actions or behaviors you price and need to continue.
Provide constructive feedback to identify actions or behaviors that weren’t effective and provide alternatives or suggestions for
improvement for the subsequent time the case arises.
Offering steering on improvement is critical; whereas not it, the persons UN agency are visiting be unsure on the thanks to avoid the
identical or similar issues among the long run.
Feedback is specific, and could be explained what and why

III. Targeting desires

Performance appraisals can target a selected area of weakness that wishes analysis and correction. It will even function a valuable tool for
establishing goals that will cause promotions and career advancement. using a performance appraisal to uncover work wishes permits the
company to focus efforts on narrowly made public areas.
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Charting Progress
Performance appraisals are typically accustomed chart progress. examination performance appraisals from one benchmark quantity to a
special offers the company and thus the employee with measurable marks of improvement, lack of improvement or regression in job
performance areas. These information’s are valuable for human resources. payment can increase, demotions, promotions and terminations
are all parts which can be tied to the progress reflected in performance appraisal information.

Building Relationships
Performance appraisals supply the leader and employee the possibility to sit down and discuss performance. In busy firms, where most
are taking care of business, periodic conferences between supervisor and employee enable them to form or strengthen a relationship.
Developing this rapport opens a line of communication for the employee to use in making future suggestions for the company or applying
for promotions.

Motivating staff
Performance appraisals usually operate psychological feature tools for staff. the company may provide a bonus or various perk
to workers global organization agency are able to improve their performance appraisals from one amount to the subsequent.
it's important to produce improvement opportunities, like work seminars, mentorships or classes to workers aspiring to improve their
performance appraisals.

IV. Keeping a close eye on the performance and progress of your team members is that the most quantity for his or her profit as a result
of it's for yours. as a result of once we have a tendency to talk about observation performance, we're not talking relating
to micromanaging people, or look each individual worker kind of a hawk – it’s relating to taking the time to
help workers develop. many workers become unhappy in their jobs once ages, significantly if they not notice their work exciting
or tough. good development is that the simplest due to facilitate staff feel oft challenged, rewarded and energized by their work.

V. necessities in recordkeeping:
– employee certification certificates and licenses - copies of permits, registrations and licenses workers should do their jobs
– employee resumes and job applications
– Performance reviews - similarly as assessments of staff performance and agreements between you and your staff
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– Position statements and job advertisements
– shopper records - personal details, merchandise purchased and merchandise enquiries that are useful for locating new customers
– shopper complaints - details of complaints relating to merchandise, service, staff or the remainder, and steps taken to resolve them
– Details of any disputes with various businesses - similarly as but you went relating to resolution disputes
– Quotes given and won - specifics of jobs and time spent on them to help with future quoting
– Details of advertising campaigns and success - to form it easier to repeat advertisements and prepare future advertising campaigns
– Insurance policies - typically review and update your business insurance, significantly once your business grows or changes.
Because the recordkeeping will facilitate to:
– Monitor the progress of your business
– Project your liabilities
– Prepare your cash statements
– Establish the provision of receipts
– Keep track of deductible expenses
– Prepare your tax returns
– Support things according on tax returns

- Amendments I have got created to this system

• The aims of the policy additional with the complaints from the employee that are:
 Apparent management commitment to work and advancement
 Correcting performance weakness
 Keep doing self-development
 Encourage employee further
 supply rewards and recognition to employee.
• The roles and responsibilities half, within the manager aspect I additional this points:
 supply reward to best employee
 supply work to develop their skills
 supply constructive feedback

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- Queries on the amendments I have got created
– What do you hope to achieve?
– I hope the performance of employee are visiting be higher and thus the goals are typically achieved.
– What problems can it address?
– the worker performance has usually fallen behind targets.
– however your amended system is intended to attain that purpose?
– I will elicit employee’s feedback to form the system be additional acceptable and work with efficiency.

ROLE-PLAY TRAINING:

Homewares Manager: Good afternoon everyone.

Audience: Good afternoon, Sir.
Homewares Manager: First of all, I want to say thank you for coming. I believe some of you have known what the purpose is I want all
of you to come here, but some of you may not know about it, so let me get straight. As we can see that employee’s recent performance
has generally fallen quite serious. So, after several times I have been thinking about it, I’ve decided to make some amendment regarding
our performance management system.
Audience: Is that really a serious matter sir?
Homewares Manager: Of course, it is, the basic of a company is coming from the employee. When the employees have the low
motivation, it means the company failed as the company.
Audience: So, what is the amendment about?
Homewares Manager: There are some kinds of things, I would like to say the outline. There will be a correcting performance weakness,
doing self-development, encouraging employee, giving rewards and recognition to employee, these are like the programs of development
or you can say it as training, and here are the benefits of the programs: the best employee will get the reward or bonuses, the employees
will get training to develop their skills, and the employees will have the feedback vice versa from the trainers.
Audiences: That is great sir. We hope that it will happen in short time and we want many trainings, so we can develop our-self farther.
Homewares Manager: For now, I will try to give the ones who need it more training and self-development, of course, the others will be
followed as the term and conditions I have planned, I will give you the detailed by the end of this week as soon as it is completed. I guess

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that is what I need to say to you all, if you have any further questions, do not hesitate to contact me. Thank you for your attention and
have a nice day everyone.
Audiences: Thank you sir!

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Appendix 1: Performance scorecard – Kim Smith

KRA Target Result Comments

Financial $8,000 sales $5,000 average over This low target was set for an initial period of six months. You would
revenue per month six months expect an employee to reach a target of $10,000 at this stage.
Customer 8/10 score on 5/10 score The employee is personable and tries hard to develop a rapport with
focus customer focus customers. Customers and staff respond well to the employee.
However, staff cannot rely on the employee to support them and they
are constantly being asked for product information that the employee
should know already. Customers are initially attracted to the
employee’s friendly manner but are quickly turned off by her unserious
attitude. Customers do not have confidence in this employee’s ability to
help them choose a product that will meet their needs. Customers who
do stick with the employee must then wait longer to complete their
purchases.
Internal Two minutes to Average five minutes The employee has never mastered the point-of-sale system;
process complete sales consequently, they make errors that need to be corrected before
efficiency transaction completing transactions.
Learning 20–30 training Seven training hours The employee, while expressing initial enthusiasm for the role, has not
and hours made any sustained effort to learn the basic skills and knowledge
development necessary to reach targets, although the employee attended a one-day
rapport-building workshop. The employee appears to feel that they will
learn by casual experience without any effort or that they can constantly
rely on others to help.

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Appendix 2: Coaching plan template

Coaching phase Notes/questions/planning

Goal and performance The objectives and execution are still a long way from the
expectations desire. The objectives haven't been accomplished. To
improve the execution, Kim expected to go to preparing and
advancement.

Reality of actual Financial:

performance Target: $8,000 sales revenue each month
Actuality: $5,000 average in a half year

Customer focus:
Target: 8/10 score on customer satisfaction
Actuality: 5/10 score

Internal process:
Target: Two minutes to complete sales transaction
Actuality: Average five minutes

Learning and development:

Target: 20–30 training hours
Actuality: 7 training hours
Opportunities to develop Employee have to learn seriously because they take it in
casual way which is harmful to them and to the
organization. Employee had to use full efforts.

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 Willingness to develop and Sometimes employee show his full willingness and do
commitment commitment that he/she will do it but due to lack of efforts
he/she didn’t fulfil his commitment.

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Appendix 3: Performance development plan template

Name and position: Kim Smith, Customer Service

Manager: Hardware and Homewares Manager Review period:

Reference from Key result area Indicator of success/ Status report/results

operational plan performance
Financial target Sales revenue When she achieved approx. She only achieved $5,000 average over
$7000 and target is $8000. six months. It’s still under average
But current performance is
$5000

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Reference from Key result area Indicator of success/ Status report/results
operational plan performance
Customer focus Customer service When Kim can explain the Actually, she has a good customer service, but
products detail and she can explain what the customers needed.
information to customers Where she supposed to know the information
asked by the customers.

Training To let the employees, learn When they do work with full The training could help to achieve goals
and develop them selves efforts and no mistake will be
there.

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Reference from Key result area Indicator of success/ Status report/results
operational plan performance
Company’s goals Internal process When Kim can master the Kim has never mastered the point-of-sale
efficiency point of sale system and not system; consequently, she makes errors that
make an error when there’s a need to be corrected before completing
transaction. transactions.

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Achievements: Areas of opportunity:
The employee is personable and tries hard to develop a rapport Kim can make herself well-prepared, in fact that the chief has set a
with budget limit for 30 hours of offers preparing for Kim on the off
chance that she is eager to be prepared.
customers. Customers and staff respond well to the employee.

Next performance review period:

Manager’s comments:
I want you to get the training which can develop and train yourself to be better from now Kim.

Signature: Homewares Manager Date:

Staff member’s comments:

Signature: Date:

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Role-Play Development:

(in phone)
HM: Hello Kim, please come to my room now.
Kim: Alright sir, in 5 minutes.

(coming to the room)

Kim: Excuse me sir, I’m here.
HM: Okay Kim, I need something to talk about you. Let’s get it straight. Today we will discuss about your performance in the initial six-
month period. To be honest, I’m a bit disappointed about your performance that the fact it is not more than satisfied, but I still hope you
will be able to get yours to focus on areas you need to develop in. Then I decided to help you out by improve your performance to meet
the expectations for the role.
Kim: I’m sorry sir I have realized it even before you are calling me to this room. But how will you help me?
HM: Okay listen to me. I have the budget for 30 hours of sales training for you if you are willing to be trained, I need you to follow the
way and keep training and developing yourself in this progress, I believe it eventually will has the good result on it.
Kim: Yes sir, I’m going to follow the way you are asking to me and do my best sir!
HM: Great! I guess I will give you the detail after the break, now you can go back to work. Have a good day and good luck!
Kim: Yes sir, thank you so much for helping me

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