Manage people performance Student workbook

BSBMGT502 – Manage people performance Student workbook

Section 1 Allocate work

 

Activity 1

 

Why is staff consultation necessary in determining the allocation of work? If teams are consulted, should you still consult individuals?

 
 
 
 
 
 
 
 

 

 

Activity 2

 

Describe 3 work tasks that you could add to a work plan for an Assistant Manager in a retail store selling whitegoods.

 
 
 
 
 
 
 
 

 

Activity 3

 

How can you assure that your work allocations are cost effective? What measures and tests would you utilise?

 

 
 
 
 
 
 
 
 

 

Activity 4

In order to establish performance standards applicable to an organisation, what sources of information would you refer to? Outline two.

 

 
 
 
 
 
 
 
 

 

 

Activity 5

 

Provide examples of (other than the ones provided):

  • Organisational Vision – e.g. to be known for our superior customer service and satisfaction.
  • Organisational Objective – e.g. to reduce the number of dissatisfied customers by 25%.
  • Organisational KPI – e.g. the number of customer complaints that remain unresolved at the end of a week.
  • Team Member’s Goal – e.g. to increase the number of satisfactory complaint resolutions by 15% this period.

Taken to the next level, each employee goal should have at least one associated KPI. How will you specifically measure, on a regular basis, whether or not this person is meeting his or her goal?

Team Member KPI – The weekly percentage difference in complaints handled that result in satisfied customers versus unsatisfied customers.

 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 

 

Activity 6

 

What is a risk Assessment Matrix?  How does it help you in managing risk related to people performance?

 
 
 
 
 
 
 
 

 

 

 

Section 2 Assess performance

 

 

Activity 7

 

When is the best time to evaluate staff performance? Why?

 
 
 
 
 
 
 
 

 

 

Activity 8

 

Provide an example where training could be utilised to manage an underperformance issue.  Describe the situation and the training that would be utilised to address the performance issue.

 
 
 
 
 
 
 
 

 

Activity 9

 

Design a reward and recognition system for production line staff that work in processing plant. Consider the performance requirements and indicators that would be applicable.

 
 
 
 
 
 
 
 

 

 

Activity 10

 

What is 360 degree feedback?  Should all workplaces be applying the technique? Why/Why not?

 
 
 
 
 
 
 
 

 

 

 

Activity 11

 

What steps would you take to manage underperformance?

 
 
 
 
 
 
 
 

 

Activity 12

 

What documents are used to record employee performance? Describe two.

 
 
 
 
 
 
 
 

 

 

 

Section 4 Manage follow up

 

 

Activity 13

 

List the information that should be included in a performance plan.

 
 
 
 
 
 
 
 

 

Activity 14

 

Who are human resource experts? Where would you normally find them in organisations?

 
 
 
 
 
 
 
 

 

 

 

Activity 15

 

Outline a way to reinforce positive behaviour in your staff.

 
 
 
 
 
 
 
 

 

Activity 16

 

Case Study: UK Rail Organisation

Research was conducted on the role of coaching and its contribution to development and training in a rail company in the UK1. Managers at a UK train operator became role models for their employees, who now have more power to take direct responsibility and reach their full potential. The change took place following a management-development program at train operator Southern, working with a professional coaching and training company on a program that reached 300 managers.

Southern continues to be a very successful business, consistently delivering the high standards of service to their passengers1. Perhaps an element of this is attributable to their focus on changing the leadership and management style. A significant contributory factor to this was their coaching program, and the learning and essence of coaching they have applied to their management training. The program was seen as a key part of developing their business. The company adopted its first formal coaching program in 2005 and, the following year, formalised it within the overall HR strategy and made developing a coaching and facilitative leadership style a key objective. The feedback and evaluation of the coaching program was a good indicator for the company to assess its coaching programs effectiveness and its impact on its employees.

The HR manager of this UK rail company, who also took part on the program claimed:

It was the most rounded, fun and exciting development program I have come across in my career (Pollitt 2009)

A revenue manager who took part on this program described it as a journey of self-awareness. The research highlights the positive impact of the coaching program on this particular UK rail company and identifies one of the outcomes of the program. In 2008, numbers of grievances, disciplinarians and tribunals were all down. In the same year service performance and train reliability both rose. In the recent employee engagement survey, a significant statistical correlation was discovered between managers who had attended the coaching program and their individual engagement scores with their direct reports.

How was coaching used in this instance to improve people performance?

 
 
 
 
 
 
 
 

 

 

Activity 17

 

If you were to counsel a staff member for has not performed to expectations, what environment would you use to provide the counselling?  Why would you use this environment? How would you record the counselling sessions?

 

 
 
 
 
 
 
 
 

 

 

 

Activity 18

 

Discuss the Fair Work obligations with regard to terminating staff. Refer to https://www.fairwork.gov.au/ending-employment as a basis.