need to be finished by thursday morning

To be filled out and submitted with assessment responses

◻ I declare that this task and any attached document related to the task is all my own work and I have not cheated or plagiarised the work or colluded with any other student(s)

◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me according to the process explained to me

◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.

◻ I have read and understood the assessment requirements for this unit

◻ I understand the rights to re-assessment

◻ I understand the right to appeal the decisions made in the assessment

Table of Content Student Declaration 2 Task 3 – Monitor and review operational performance 7 Task 3.1 Monitor and review operational performance 9 3.1.1 System to review performance 9 3.1.2 Monitoring and evaluation 11 3.1.3 Negotiate recommendations for variations to the operational plan 13 Task 3.2 Support individual and teams 14 3.2.1 Support the team 14 3.2.2 Support the individual team member 14 3.2.3 Coach an individual team member 15 Appendix 4 – Scenario BBQfun Implementation of the e-commerce strategy 16

You are now implementing the operational plan.

This task requires you to:

· Develop a monitoring system to review performance against targets

· Analyse and interpret performance data

· Recommend solutions to rectify performance data

· Negotiate solutions to rectify performance data that would lead to variations of the operational plan

Develop a monitor system (Template 1) to review performance against targets that includes:

· budgetary and financial performance

· productivity performance

· employee performance in line with performance management policy

· milestone achievement and performance against targets

· dates for monitoring activities in line with the scenario

· resources for monitoring

· progress reporting at the end of each quarter to the Operations General Manager

· a system to ensure that procedures and records associated with documenting performance related to the operational plans are managed following organisational requirements and data security

· a description of budgetary and financial performance

· a description of productivity performance

· a description of schedule performance

· a description of employee performance

· two-three recommendations for operational improvement.

Use the template provided below and follow the instructions.

Template 2 -Operational Plan status report

Liaise with the trainer and assessor and schedule a time in week 6 of class to meet with the OGM, to negotiate the recommendations for variations to operational plans and remedial actions.

The OGM will be played by a classmate and the trainer and assessor will observe the Role-Play.

Duration of the negotiation: 15 minutes.

Before the meeting:

· Have the status report with the recommendations ready to be presented and discussed.

During the meeting:

· Present the status report and justify the recommendations to rectify the non-performance

· Negotiate the recommended changes to the operational plan

· Obtain approval for the changes

After the meeting:

· Complete the expenditure payment approval form to action the remedial actions discussed with the OGM (Template 3). Copy and paste in a separate document and ask the classmate who played the OGM during the Role-Play to sign for approval.

This is an assessable task and the trainer and assessor will evaluate your performance, providing feedback on the marking sheet.

If you are absent from class, it is your responsibility to make alternative arrangements with the trainer and assessor.

Template 3 -Expenditure payment approval

	Date
	Job/project number:			Project title:
	Justification of payment:
	Payment amount: $		ex. GST inc. GST
	Signature of the person approving payment

Identify areas of employee underperformance, determine possible remedial actions and prepare to performance manage underperforming employees. Use the templates provided below and follow the instructions.

Read the HR performance data in Appendix 4.

In the form of personal planning notes, outline your strategy to support the team in improving performance.

(50-100 words)

Review the performance data for Lee Waters and consider his conflict with the team and write a report that includes:

· Identify areas of underperformance (2-3)

· Determine possible remedial actions (2-3)

· Outline a coaching session for Lee Waters on one of the following topics (30-50 words):

· Time management

· Accuracy

· Multi-tasking

· Sales techniques

· Commitment to team goals

Liaise with the trainer and assessor and schedule a time in week 6 of class to coach Lee Waters, played by a classmate on one of the following:

· Time management

· Accuracy

· Multi-tasking

· Sales techniques

· Commitment to team goals

Duration of the coaching session: 15 minutes.

Before the session:

· Review your coaching plan (developed in Task 3.2.2).

· Complete the coaching report with and for Lee Waters (Template 4)

· The assessor will validate that the coaching report was developed in collaboration with Lee Waters

During the session:

· Coach the team member

This is an assessable task, and the trainer and assessor will evaluate your performance, providing feedback on the marking sheet.

If you are absent from class, it is your responsibility to make alternative arrangements with the trainer and assessor.

Template 4 -Coaching report

The BBQ fun Board of Directors and the CEO have decided to implement an e-commerce strategy to maintain or increase market share and revenue and satisfy customer needs in line with company strategic directions.

You have been hired as an external consultant to manage operational planning activities for BBQ fun’s e-commerce strategy.

Under the strategy, BBQ fun would offer all products in an online store. Stock could be stored at no extra cost at existing stores. Customers would cover delivery costs.

The BBQ fun website now has e-commerce functionality. The website has been redeveloped to incorporate this functionality according to relevant technical specifications after consulting with specialist managers. Existing infrastructure, such as office and store configurations, has been adapted to the new strategy. Additionally, assets such as delivery vehicles have been acquired. New staff has been recruited, and existing staff retrained or informed of the e-commerce strategy and associated operational and performance targets.

All resourcing should have been acquired and operations are undertaken in accordance with relevant external standards, such as legislation and codes of practice, and internal standards, such as organisational policies and procedures and performance targets.

It is now 1 January 2022. e-Commerce operations are expected to be underway by 1 October 2022.

You will need to plan monitoring activities for ongoing customer service activities, website maintenance, and revenue generation over the financial year from the start of implementation.

You will then need to analyse performance data for the second quarter of the financial year.

You will then need to coach an underperforming employee according to the BBQfun performance management policy and apply contingency planning (the planning developed for Assessment Task 2).

Finally, you will need to prepare and present a report with recommendations for operational improvement to the Operations General Manager.

Note: You may consider the management team of BBQ fun, including team leaders in warehouses to be resources for monitoring performance. Use the description of their roles in operational planning when assigning responsibilities.

HR performance data

The following performance data is available for Lee Waters:

Feedback on the online customer service team:

· The team is overall performing well except Lee Waters.

· Low morale due to conflicts with Lee Waters and lack of support from direct manager.

· Feedback on the direct manager highlights lack of support, absence from training sessions, lateness to meetings.

· The team is not yet proficient in the use of CRM.

· The team does not feel part of the organisation; they described themselves as a separate entity.

Organisational performance

Information from the Sales and Marketing Manager

A discussion with the Sales and Marketing Manager has provided you with the following information.

The Sales and Marketing Manager has been tracking progress against the following key performance indicators (KPIs):

1. Quality of online sales and service is measured in % of mistakes made by a customer service employee when providing information or making an order. The target is 1%. Currently, the rate of mistakes made is 10%.

2. Speed of online sales and service is measured in average time to resolve a customer enquiry. The target is <10 minutes. Currently, the average time to complete an online enquiry is 20 minutes.

3. Average delivery speed is measured in the average time in days from the order being made to the customer receiving delivery of the product. The target is three days from order to delivery. Currently, the average delivery speed is three days.

4. Revenue success is measured in the amount of revenue generated in dollars. The target is $300,000 in sales per quarter, which would make an $80,000 profit per quarter. In the second quarter of this financial year, we generated $250,000 in revenue, providing a profit of $40,000 for the quarter.

Further to the KPIs, the Sales and Marketing Manager provides more information on each area of performance.

Quality of online sales and service:

· Staff not familiar with the product line, even after training.

· Staff do not understand CRM (customer relationship management) systems and ordering processes.

· Staff do not understand the product line. Unable to locate information.

· Poor communication lines.

· No job aids or support from management.

· No ongoing performance management as per company policy.

· Low staff morale: complaints of back pain and distractions in the environment.

Speed of online sales and service:

· Many customers abort interaction due to the length of time for order completion.

· Some extra time is taken because of a lack of skills and knowledge.

· Some time is taken because of poor website maintenance and occasional downtime.

Speed of delivery:

· The driver team leader is an exceptional motivator.

· Driver morale is high.

· Driver attendance of routine training and team briefings is at 100%.

Online sales and revenue

· Some lack of sales may be due to poor customer service.

· Sales may pick up as awareness of online options through marketing actions increases.

In terms of our key actions, we’re tracking well. The website redevelopment has been completed on time and to budget. The delivery trucks and forklifts have been acquired and put into operation on time. In terms of recruitment, staff have been recruited on time, and the planned training has been completed.

Information from the Chief Finance Officer (CFO)

A discussion with the CFO has provided you with the following information:

The CFO has been tracking progress against the following key performance indicators (KPIs):

1. Budget success is measured in % overrun/underspend. The target is 0% overrun. Currently, there is a budget overrun of 10%. Cost overruns are due to:

· the wastage from order mistakes and over-stocking due to misuse of the system

· overtime due to overly long customer interactions.

2. The timeline for the e-commerce project is to have the e-commerce activities implemented by 1 October 2021. Currently, the implementation is on track.

In addition to these key performance indicators, we have identified several risks that all need immediate action:

· The training program has not been adequate to cover the required skills and knowledge. Training has been too short and insufficient to be effective.

· Staff cannot perform roles due to lack of support in job roles and ongoing training and coaching.

· Website downtime contributes to increased service and sales disruptions.

· Sales continue to perform under target.

On that last risk, I think sales may need to be more closely monitored. Customer needs and changing market conditions/competition may need to be reassessed and addressed.