Manage people performance

This unit describes the skills and knowledge required to manage the performance of staff who report to them directly. Development of key result areas and key performance indicators and standards, coupled with regular and timely coaching and feedback, provide the basis for performance management.It applies to individuals who manage people. It covers work allocation and the methods to review performance, reward excellence and provide feedback where there is a need for improvement.

The unit makes the link between performance management and performance development, and reinforces both functions as a key requirement for effective managers.

Assessment 1:
In role-play with the Garden Centre Manager, consult on work to be allocated and resources available?
In role-play with the seconded employee, develop work plans in accordance with operational plans?
In role-play with the seconded employee, allocate work in a way that is efficient, cost effective and outcome focused?
In role-play with the seconded employee, confirm performance standards, code of conduct and work outputs?
In role-play with the seconded employee, develop and agree performance indicators with relevant staff prior to commencement of work?
In role-play with the seconded employee, provide preliminary feedback on performance, as conveyed by previous manager, to set the initial level of performance from which gains may be made through performance management?
Conduct risk analysis in accordance with the organisational risk management plan and legal requirements, for example, consistent with risks in Australian Hardware risk management plan?

ASSESSMENT 2 DESIGN AND TRAIN PERFORMANCE MANAGEMENT SYSTEMS

Performance objective

You will demonstrate skills and knowledge required to design and train others on performance management systems.

Assessment description

In response to a simulated workplace scenario, you will design a performance management system and train peer managers.
Procedure

1. Review the Australian Hardware simulated business documentation provided to you by your assessor, particularly policies and procedures relevant to the current performance management system.

2. Review the scenario below.
It has been noted by senior management that employee performance has generally fallen behind targets. Particular areas of concern are sales revenue and customer satisfaction.

Looking at the results of organisational climate measures taken by Australian Hardware's HR team, employees complain of:
- the lack of apparent management commitment to training and advancement
- the lack of meaningful rewards and recognition
- the lack of management presence and ongoing feedback on work performance.

A large proportion of employees, 45%, always or often feel disengaged from work; their sense of self-confidence and optimism is low.
There is a high risk of the organisation being unable to attract, retain and enact a succession plan if trends continue.

You are the Hardware and Homewares Manager at the Australian Hardware Wollongong store. As the most knowledgeable manager on matters of performance management, you have been asked to deliver a short training session (15-20 minutes) on the current performance management system and your plans to improve the current system to take account of HR information.

Your managerial audience is generally familiar with the current system, but would benefit from a refresher as an introduction to learning about your approved amendments.

3. Arrange with your assessor:
a. a time and place to role-play the training
b. a timeframe and format requirements for submitting supporting documentation, as set out in the specifications below.
4. Make appropriate amendments to the performance management system to address the identified deficiencies.
5. Plan a short training session to convey the important features of the current performance management system and your amendments. Assume that your amendments have been approved and are supported by senior management for piloting at the Wollongong store.
Ensure you cover the following in your session:
a. Introduction to the main features of the performance management system in place, including:
i. goal-setting and performance measurement processes
ii. formal and informal feedback
iii. performance appraisals
iv. monitoring training and development
v. recordkeeping needs and requirements
b. Discussion of the amendments you have made to the current system, including a focus on developing potential through positive development options rather than on identifying and correcting performance weaknesses.
c. Prepare to answer questions on the amendments you have made, particularly the purpose of your system (What do you hope to achieve? What problems does it address?) and how your amended system is designed to achieve that purpose.
6. Deliver a 15-20 minute training session. Lead others by gaining support for your amended system: explain and argue for the benefits of your amendments.

Note: For example, you could demonstrate amendments to the existing performance management system by amending existing processes in response to the scenario and then using these amendments in a training presentation. You could present these amendments on PowerPoint slides or create a revised performance management flow chart to present to managers.

Specifications
You must:
- participate in a training session role-play
- submit amended performance management system documentation, such as revised policy or procedures for performance management
- submit training planning documentation, and presentation materials, such as PowerPoint presentation and any handouts provided.

Your assessor will be looking for demonstration of your ability to:
- describe performance management systems, including monitoring, evaluation, providing feedback on performance
- train participants (managers) in performance management systems to allow them to implement the system with their own staff
- describe how to keep records and documentation in accordance with the organisational performance management system
- list performance measurement systems utilised within the organisation
- describe staff development options and information.

Assessment 3:
Develop a coaching plan focusing the session on collaborating with the employee to identify performance gaps and taking positive measures to close those gaps?
Prepare the formal performance development documentation for the employee in accordance with organisational requirements?
During the role-play, conduct performance management in accordance with organisational policy and procedures for performance management?
During the coaching session phase of the role-play, monitor and evaluate the employee's performance on a continuous basis?
During the coaching session phase of the role-play, provide informal feedback to the employee on a regular basis?
During the role-play, advise the employee where there is poor performance and take necessary actions?
During the coaching session phase of the role-play, provide on-the-job coaching when necessary to improve performance and to confirm excellence in performance?
Completed the formal performance development documentation with the employee in accordance with organisational requirements?

Assessment 4:

Question 1: Monitoring and coaching
Provide two examples of how variables such as recognition and continuous feedback could help reinforce excellence in performance at Australian Hardware?
Describe how they would apply Australian Hardware policies and procedures to monitor and coach individuals, specifically those with poor performance?

Question 2: The legal context of performance management
Identify three relevant pieces of legislation applicable to performance management at Australian Hardware?
For each piece of legislation identified in the first part of the question, identify at least one requirement relevant to performance management at Australian Hardware?

Question 3: Seeking advice
Name any positions of an internal source of HR or performance management advice?
Name one external source (individual professional, consultancy or government) of HR or performance management advice, particularly for managing poor performance?

Question 4: Counselling and support
Outline steps to counsel the employee in accordance with organisational policy and relevant legislation for disciplinary meetings?
Identify what legislation is the most relevant in this scenario?
Identify the relevant award for Kim's role at Australian Hardware?
Identify what support services could be offered to the employee?

Question 5: Dismissal
Outline the process of termination in accordance with organisational policy and legal requirements?