Develop two (2) Work Plans? In a tables format
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BSBMGT502Managepeopleperformance.pdf
Manage people performance
BSBMGT502
Introduction to human resource management BSBMGT502
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Introduction to Human Resource Management
• Human Resource Management or HRM is: • The productive use of people in achieving the organisations strategic business
objectives.
• The satisfaction of individual employee needs.
• Integration of the interests of the organisation and employees.
• The attraction, selection, training, assessment and rewarding of employees.
• Ensuring compliance with employment and labour laws.
• Creating value for the business through strategic management of the workforce.
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Introduction to Human Resource Management
• Human resources started as the control of transactional functions like payroll, benefits and administration.
• Due to globalisation, company consolidation, technological advancement and further research HRM now focuses on strategic initiatives like: • Mergers
• Acquisitions
• Talent management
• Succession planning
• Industrial and labour relations
• Diversity and inclusion 4
Introduction to Human Resource Management
• Small start-up companies may have a small number of HR experts.
• Large companies may have and entire function group of HR experts.
• Smaller companies may have one person performing HR.
• Companies may outsource functions like recruitment and selection or managing payroll.
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Introduction to Human Resource Management
• HR managers function
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1. Plan to align HR and business strategic goals
2. Review policies and procedures
3.Monitor and review staffing processes
4. Communicate and manage change
Introduction to Human Resource Management
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Performance management BSBMGT502
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Performance management
• Performance management aims to improve organisational, functional, unit and individual performance by linking the objectives of each.
• It begins when a job is defined as needed, ends when an employee leaves the organisation.
• Incorporates: • Job design
• Recruitment and selection
• Training and development
• Career planning
• Compensation benefits
• Performance appraisal 9
Performance management
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Define job roles and agree performance outcomes
Improve employee skills and knowledge to build workplace capability. Supports outcomes
Review and amend based on results of monitoring
Identify the results of planning and development
Performance management
• Key elements of performance management
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The creation of a shared vision of the organisation’s strategic objectives
Establishment of performance objectives for each area of the business
The use of a formal review process to evaluate functional group and individual progress towards achieving the goals
The use of informal feedback to improve staff performance
Linking formal review and employee development
Ongoing performance reviews that are formal and informal in nature
Performance management
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A coordinated approach effectively builds capability.
Full analysis of strategic and operational plans is necessary
Develop processes to promote continuous improvement and a learning organisation
Performance management
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Performance management
• Performance management systems include:
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Clear job descriptions
Appropriate selections processes
Accomplishment based performance standards, outcomes and measures
Effective orientation, education and training
Ongoing coaching and feedback
Regular performance reviews
Effective compensation and recognitions systems
Promotional/career development opportunities
Exit interviews
Performance indicators linked to job descriptions
Performance management
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Performance management
• Performance management relies on job descriptions as they help: • Identify the right candidate. • Link the position to workplace planning and design. • Clarify the job role. • Link the position and probation criteria. • Define reporting lines and delegations. • Link performance development to the position. • Identify areas for professional development • Define knowledge, skills and attitude requirements for the job. • Person centre the role rather than task centre the role.
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Activity
• Review the performance management system at Australian Hardware Wollongong at http://simulations.ibsa.org.au/australian_hardware/ Comment on the link between the company strategic plan and the performance system and if there are enough policies and procedures to guide the managers as they implement the system. If you find the system lacking indicate how it can be improved.
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Workforce planning BSBMGT502
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Workforce planning
• The purpose of Workforce Planning is to plan the human resource requirements that underpin and align to the organisations operational and strategic plan.
• From time to time organisations may need to re-shape or re- invigorate their workforce to accommodate changes in market demand, discipline emphasis and provide for appropriate succession planning.
• Workforce planning is a dynamic process, involving frequent modifications of direction in response to changing economic and market conditions.
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Workforce planning
• Review of Workforce Plan
• A workforce review may be triggered when a vacancy occurs. It involves consideration of: • The strategic and operational plans of the organisation.
• Projected budget forecasts.
• Retirement, resignation or other career plans of existing staff.
• The organisation’s current succession plans.
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Workforce planning
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Performance management KPI’s BSBMGT502
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Performance management KPI’s
• In its simplest form, performance management requires the supervisor to think and determine what the Key Performance Indicators (KPIs) are for a particular role, set standards of performance for similar roles and targets of performance for individuals.
• Once that hard work is done, measuring and discussing performance in most cases is simple.
• Performance management only gets hard when there are no standards or targets of agreed KPIs.
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Performance management KPI’s
• Key Performance Indicators, KPI’s need to be set inline with organisational goals.
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Performance management KPI’s
• How to develop Key Performance Indicators KPI’s
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Performance management KPI’s
• It is important to consult to ensure the KPI’s are achievable and correctly linked to the strategic plan of the business. This helps ensure: • The employees are motivated as they were included in setting the KPI’s.
• The KPI’s are linked to the business plan and the company strategic goals.
• All colleagues understand the system.
• HR or specialist advice can be included if required.
• WHS committee or specialist is included in setting safety KPI’s.
• The work team is included to develop good work relations and understanding of the team goals.
• You take account of the diverse background/culture of your employees.
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Performance management KPI’s
• It is important that your KPI’s are well written and SMART as this enables you to measure and manage the KPI’s and goals of the business.
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Activity
• Create a workforce plan for the administration team at Australian Hardware Wollongong to cover the leave of the team leader as outlined in assessment 3 project.
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Staff member Regular job role Job role during Team Managers leave
KPI’s
Office Manager Pay accounts, order stock approved by manager, create financial reports, Manage team staff, Roster staff to cover counter shifts,
ON LEAVE ON LEAVE
Jean 2IC, record keeping manager, customer service on reception
Debra Data entry Customer service on reception
Sharon Data entry Customer service on reception
Michelle Data entry Customer service on reception
Rose Data entry Customer service on reception
Monitoring and reviewing performance BSBMGT502
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Monitoring and reviewing performance
• Best practice performance management systems also include a review of competence, behavior, skills and knowledge required to achieve a result.
• Coaching can be a powerful tool to offer to staff help improve performance.
• Individual coaching sessions or formal training can be offered to staff to fix issues uncovered and develop staff skills for promotion or change within the organisation.
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Monitoring and reviewing performance
• Training for the supervisors will allow them to: • Set KPI’s with staff.
• Set KPI’s that are in line with the business strategic plan.
• Conduct formal and informal performance reviews in a positive constructive manner.
• Improve productivity.
• Offer feedback to staff.
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Activity
• Consider you are the team leader of the office administration team at Australian Hardware Wollongong, what training would you need to undertake ongoing a performance management of your team?
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Monitoring and reviewing performance
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performance planning
performance appraisal and
review
feedback on the performance
personal counselling and
performacne facilitation
rewarding good performance
Monitoring and reviewing performance
Performance Improvement Plans:
• A fresh set of goals are established for an employee and a new deadline is provided for accomplishing those objectives.
• The employee is clearly communicated to about the areas in which the employee is expected to improve and a stipulated deadline is also assigned within which the employee must show this improvement.
• This plan is jointly developed by the appraisee and the appraiser and is mutually approved.
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Monitoring and reviewing performance
Informal Appraisal and feedback
• Where supervisors offer support and advice to their staff in an ongoing manner.
• Offer coaching and praise as needed.
• It is important for staff motivation to not wait until the formal appraisal to provide positive feedback.
• Important to correct mistakes as soon as they occur to ensure the staff offer excellence in all thing they do.
• Informal feedback is a powerful tool for manager to use to facilitate good behaviour and help motivate staff.
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Monitoring and reviewing performance
HR assistance for managers in help manage performance includes:
• Explaining the business performance management system.
• Explaining the link to strategic plans of the business.
• Offering assistance with completing the paperwork.
• Training on how to develop KPI’s.
• Legal assistance.
• Selection and induction of staff.
• Promotional opportunities available.
• Training available for staff.
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Monitoring and reviewing performance
• https://youtu.be/XdF65iIZ- Ro?list=PLR5uXQ5bCvwn0URkT3pBomIPAcLfGQdR9
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Monitoring and reviewing performance
What do employees expect?
• Clear expectations.
• Positive/constructive feedback on a regular basis.
• Involvement in goal setting.
• To be treated fairly and consistently.
• Sharing of information and resources.
• Job/career enrichment opportunities.
• Ongoing performance management through informal and formal appraisals and feedback.
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Monitoring and reviewing performance
Planning for the process includes:
• Reviewing the employee’s job description.
• Understanding the performance measurement system.
• Reviewing notes from the year about the employees performance.
• Understanding employee expectations.
• Setting a meeting time and place that is private and allows for a constructive discussion.
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Monitoring and reviewing performance
Planning for the process includes:
• Fill out the appraisal form in pencil prior to the meeting to organise your thoughts about the individual and what you need to say. Complete the form in pen during the meeting to create a permanent record.
• Ensure the meeting is a two way conversation and that you listen to the employee.
• Have plans for managing the staff performance in writing for the staff member to add to and agree to.
• Know what training you can offer the staff member at the meeting to improve performance or offer new skills for promotion opportunities.
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Activity
• Explain the importance of informal appraisals and how a manger should use them
• Explain how a line manager will know if a staff member has exceeded expectations and what the line manager should do when they recognise that the staff member has exceeded expectations.
• Explain how an HR expert can assist a line manager in conducting performance appraisals
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Performance management systems BSBMGT502
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Performance management systems
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Appraisee
Top management
Suppliers
Clients
Other departments
Colleagues or team
members
Subordinates
Manager
The 360 degree appraisal invites people who deal with the appraisee to rate them. This includes people outside the business and the appraisee.
Performance management systems
Supervisor evaluation
• The immediate supervisor is assumed to know the job best and the standards required to be met by the staff in line with the organisation’s goals and KRA’s.
• This rating system is a powerful tool for supervisors to direct employee behaviour and reinforce their formal authority and control.
• The disadvantage of this system is the bias of the supervisor can display to certain staff. The supervisor generally uses a simple rating scales to rate staff against each KPI.
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Performance management systems
Self-evaluation
• Often used to supplement the supervisor evaluation.
• Staff rate themselves against the KPI’s using the same rating scale as the supervisor.
• When the appraisal meeting occurs the supervisor and staff member can compare the rating and decide on a final rating level for each KPI.
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Performance management systems
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• Simple scale for rating staff
4. Excellent
3. Good
2. Acceptable
1. Unsatisfactory
Performance management systems
• Management by objectives MBO
• A performance management system which requires the manager to set specific measurable goals with each employee
• Discuss progress towards the goals over the year prior to the final appraisal meeting.
• The objectives need to align with the organisational, department and team goals or KRA’s.
• The objectives need to be SMART to ensure they are measurable and trackable.
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Performance management systems
Remember to:
• Encourage and reward behaviour aligned with organisational mission and goals.
• Curb or redirect non-productive activities.
• Don’t forget the,
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in A
Performance management
• How to conduct a performance appraisal interview
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Activity
• Explain the process of planning and conducting a formal performance review, remember the importance of the business strategic goals and the form available to you to look at on Atlas.
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Managing poor performance BSBMGT502
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Managing poor performance
• Should be quick and pain free, for both the manager and the staff member.
• Something that's done incrementally at the first sign of a deviation in 'expected' behaviour.
• When poor performance goes unaddressed for long periods of time, it can then become a major problem and manifest itself in a situation that can blow out of control.
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Managing poor performance
• Guidelines for managing poor performance.
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Identify the behaviour causing
under performance
Confront the poor performance
Redirect behaviour to improve
performance
Managing poor performance
Identify why the employee is underperforming:
• Are there new procedures?
• Do they have all the required tools to complete the task?
• Are there personal issues?
• Has technology changed the job role?
• Does the staff member understand the requirements of the job?
• Has the staff member been trained correctly?
• Do staff know the KPI’s they need to meet?
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Managing poor performance
Confront poor performance
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Do it immediately
Never act in anger
Do it in private
Be specific
Be clear Use data
Managing poor performance
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Managing poor performance
Redirect behaviour to improve performance
• First, get their opinion of your assessment of the behaviour issue. What perspective can they bring to their performance?
• Then ask them to propose a solution; what would they suggest be done to address the problem? Don't simply mandate a solution for them.
• Offer coaching in the correct method required.
• Follow up.
• Reinforce the change with positive feedback.
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Managing poor performance
Look for signs of resistance from staff:
• The resistance can be overt and easy to see but can be covert and harder to see.
• Look for signs of confusion, sabotage, immediate criticism, denial, malicious compliance, easy agreement, deflection and silence.
• Address the resistance by looking for a win-win situation where you use communication to explain why the change is needed and offer support and guidance to the staff member.
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Performance management BSBMGT502
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Performance management
• Risk management is part of any good plan and needs to be considered within a performance plan.
• The risks to consider include: • long service leave
• maternity leave
• succession planning
• changing technology
• and planned changes to business goals.
It is good practice to review your performance plan yearly and ask staff to contribute ideas to the risks that may occur to the plan.
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Activity
• Go back to the workforce plan you created for the administration team at Australian Hardware Wollongong, list at least three (3) risks that you may need to consider
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Performance management
Points to think about
• Communication skills
• Risk management
• Planning and organising the system
• Legislation
• Relevant awards and certified agreements
Points to consider
• Performance measure used in the organisation
• Unlawful dismissal rules and due process
• Staff development
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Activity
• Look at Australian Hardware Wollongong policies and procedures and indicate if you feel they offer sufficient guidance to the team leaders in how to manage people performance within the business. If you feel there are any gaps indicate what is needed for the team leaders to implement an efficient people management system.
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Activity
• Look at Australian Hardware Wollongong assessment 3 project and the performance issues within the administration team, create a plan on how you can address these issues in the role-play.
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Legislation and records management BSBMGT502
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Legislation
• Age Discrimination Act 2004
• Australian Human rights Commission Act 1986
• Disability Discrimination Act 1992
• Privacy Act 1988
• Racial Discrimination Act 1975
• Sex Discrimination Act 1984
• Work Health and Safety Act 2011
• Fair Work Act 2009
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Legislation
• As a manger you must not commit an act that contravenes the legislation.
• This requires you to manage all staff in the same manner and conduct performance reviews that are honest and fair.
• You must be careful to ensure privacy of the data you collect on staff performance, it is not to be open for others to view.
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Activity
• Create a list of the legislation you feel would apply to the management of staff performance at the Australian Hardware store in Wollongong.
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Records management
• Records management (RM) is the supervision and administration of digital or paper records, regardless of format.
• Records management activities include the creation, receipt, maintenance, use and disposal of records.
• A record is content that documents a business transaction.
• Documentation may exist in contracts, memos, paper files, electronic files, reports, emails, videos, instant message logs or database records.
• Paper records may be stored in physical boxes on-premises or at a storage facility. Digital records may be stored on storage media in-house or in the cloud.
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Records management
• The goal of records management is to help an organization keep the necessary documentation accessible for both business operations and compliance audit.
• In some small to mid-sized businesses, spreadsheets are used to track where records are stored, but larger organizations may find records management software suites that are tied to both a taxonomy and a records retention schedule to be more useful.
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FairWork Act
• The Fair Work Act 2011 set out unfair dismissal laws that you must abide with. Within the FairWork website there is a lot of information for business managers to guide them in managing staff performance and to help ensure the business does not breach the legislation.
• The FairWork Act website has a lot of information to guide managers and HR staff in the management of staff.
• The information on the website suggests preventing underperformance through good communication.
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FairWork Act
Defines underperformance or poor performance as:
• When an employee isn’t doing their job properly, or is behaving in an unacceptable manner, it includes: • Not carrying out their work to the required standard or not doing their job at
all.
• Not following workplace policies, rules or procedures.
• Unacceptable behaviour at work, eg. telling inappropriate jokes.
• Disruptive or negative behaviour at work eg. constantly speaking negatively about the company.
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FairWork Act
Serious misconduct is different from underperformance it is when an employee:
• Causes serious and imminent risk to the health of another person or to the reputation or profits of their employers business or,
• Deliberately behaves in a way that’s inconsistent with continuing their employment.
• Examples of serious misconduct includes • Theft • Fraud • Assault • Being drunk at work • Refusing to carry out work duties
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FairWork Act
• If you do have an underperforming staff member, arrange a private meeting to discuss the situation.
• Be clear about the issues, listen to the other person and discuss an acceptable solution.
• Document the meeting and the outcomes.
• Regular follow up meetings need to be help to talk about the employee’s progress and to decide if further help or support is required.
• If performance has not improved you may convene another meeting, change the employee’s duties, issue a first or additional warning or if the employer has clearly explained the consequences of not improving, termination is a possibility.
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FairWork Act
• Termination should only be considered as a final resort. If an employee is fired the employer need to make sure the employee:
• Isn’t being unfairly dismissed
• Is given the right notice of termination
• Is given the right final pay
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FairWork Act
• The FairWork website has numerous template available for use in managing underperformance. These form include performance plans, checklists and warning and termination letters. They can be accessed at https://www.fairwork.gov.au/how-we-will-help/templates-and- guides/best-practice-guides/managing-underperformance
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FairWork Act
Warnings and unfair dismissals
• It is best practice to give employees warnings in writing before ending their employment.
• An employer does not have to give an employee 3 warnings, or even 1 warning but should give the employee a chance to fix any performance issue.
• If an employer fires and employee who then makes an unfair dismissal claim the FairWork Commission will take this into account in the dispute.
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Activity
• Look at the FairWork Act forms, advice and general information, outline how you would give a warning to a staff member at the Australian Hardware Store in Wollongong.
• Look through the list of Fair Work Awards and indicate the one that you feel would cover the staff at the Australian Hardware Store at Wollongong
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