Discuss about the Develop and manage performance management processes.
Role play
Manager 1: A very warm welcome to you sir.
Manager 2: Thank you sir.
Manager 1: The aim of this meeting would be to plan training for Wollongong managers. Here, focus would be on planning objectives for monitoring the performance of the staffs against the developed objectives.
Manager 2: I feel taking post training tests would help in monitoring the performance of the staffs.
Manager 1: Yes, and post training tests would also assist us in discovering the gaps, which lies in the performance exposed by the staffs.
Manager 2: According to me, counseling sessions would be appropriate in discovering the drawbacks, which lies in the performance of the staffs.
Manager 1: For this, taking feedbacks from the clients would be fruitful in terms of determining the areas, which needs improvement in terms of enriching the preconceived skills, expertise and knowledge of the staffs.
Manager 2: Organizing cultural shows for the staffs would act as refreshment from the drab monotony. This would make us aware about their extra-curricular activities.
Manager 1: Yes, you are correct. If we introduce new remuneration packages for the staffs and train them about these packages, they would get an urge to perform better.
Manager 2: This activity would assist us in reducing the performance gaps.
Manager 1: I think maintaining employee records are crucial in terms of averting illegal instances.
Manager 2: Record keeping needs to be according to the HR policies.
Manager 1: Making use of the software helps in automatizing the processes. Apart from this, it also provides us adequate time to cater to other activities, which results in smooth functioning of the business activities.
Manager 2: I think evaluation is necessary in terms of discovering the drawbacks in the business activities. Consistency in execution of evaluation would help us in upgrading the standards and quality of performance.
Deliver training
Features of the performance management process
The main features of the performance management process are to monitor the performances of employees consistently, manage identification of performance gaps and providing feedbacks for the performances of individuals working at Australian Hardware Ltd. The management of talents or human resources is also considered as vital for ensuring that the performance management process is successful and noteworthy (Ates et al. 2013). This would enable creating enough scopes and opportunities for the managers of Wollongong to implement the performance management system effectively. The managers who would be trained are aged between 25 to 50 years and also the managers who like to observe things and like to request lots of activities (Cardy and Leonard 2014).
Processes associated with the Australian Hardware policies and procedures
It is my privilege to serve as the General Manager of the organization and make sure to implement the right organizational policies and procedures for ensuring that the performance management objectives are met with ease and effectiveness. The assessment of the learner’s needs is essential for providing them with the necessary benefits and resources that will be required for making the performance management process successful and noteworthy (Mir and Pinnington 2014). The managerial and leadership training sessions will be provided for improving their skills, knowledge and expertise, furthermore maintain a stable workforce consisting of employees who perform to their potential within a positive work culture. The training sessions would make the learners accustomed with the new policies and procedures including the Anti-discrimination policy, Remuneration and performance appraisal policy, performance management, grievance policies, etc (De Waal 2013).
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Session objectives
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To monitor and assess the performances of individuals working at the organization consistently
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To identify the performance gaps and making necessary changes or improvements to improve their performances
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To provide feedbacks regarding the performances of employees so that they can rectify themselves for their mistakes and change accordingly
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Timeframe
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Activity
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Teaching or assessment strategy or approach to achieve session objectives
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Tools/resources
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January 1- January 31st
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Monitoring the performances of workers at the organisation
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Identifying the employee development opportunities and assessment of their needs and requirements
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Raygun, New Relic, AppDynamics, etc.
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February 1st- March 31st
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Providing the learners with training and development sessions for improving the performance management process efficiency
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Evaluating the performance gaps and based in their areas of weaknesses, provided training (Mone and London 2018).
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Skills and knowledge of trainer and General manger are important for training the learners.
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April 1st – May 31st
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Providing feedbacks is essential for identifying the gaps and turn the areas of weaknesses into strengths (Schaltegger and Burritt 2014)
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Providing feedbacks could make the employees know where they need to improve or change
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Emails and messages could be sent for providing the feedbacks
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June 1st – June 31st
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Recordkeeping activities for storing and management of confidential data and information
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Proper documentation plan and timely management of data to ensure data security and maintenance of quality (Bach 2013)
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Databases are used to store data and information while the Privacy act would ensure confidentiality of data
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July 1st- August 31st
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Implementation of legislations, policies and procedures for meeting the organisational requirements and fulfilling the standards
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Preventing any misconduct, improving the culture and standards along with the prevention of discrimination within workplace.
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The legislations, laws, rules and regulations are considered as important tools for maintaining the organisational standards
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To
Audrey Wu,
Housewares manager, Woolongong
As the HR manager of the company, my performances have excelled and I think my skills and knowledge have improved with time consistently. At present, I am more focused on training the managers of Wollongong so that they are well aware of the performance management process and make sure that they commit fully to the organization towards successful accomplishment of business goals and objectives (Pollitt 2013).
Previously, the performance management processes were though quite effective and the managers had been supportive towards the staffs, due to which, the short and long term strategic goals were achieved quite easily. It not only enhanced the skills and knowledge of the managers, but also facilitated group work, coordination, better communication and creating a sense of trust and loyalty among the staffs towards the managers and leaders (Decramer, Smolders and Vanderstraeten 2013).
For evaluating the performance management process, a time frame of 6 months is recommended because the monitoring of performances, evaluating the performance gaps, delivering the training sessions and implementing the right policies and procedures will take quite a lot of time. As a responsible HR of the organization, I will make sure to prevent any types of misconducts and ensure that the organizational legislations, policies and procedures are integrated with the business goals to achieve the standards (Oladapo 2014). It is also important for me to monitor their performances and provide feedbacks, which can improve my cognitive thinking skills and make me more competent in front of others. The recruitment processes are managed by me properly while ensuring that during the selection of individuals, none of the individuals were discriminated or provided with more scopes or benefits than the others. This would promote a positive culture and a good workforce; thereby allow me to manage the human resources with much ease and effectiveness (Evans and Lindsay 2013).
References
Ates, A., Garengo, P., Cocca, P. and Bititci, U., 2013. The development of SME managerial practice for effective performance management. Journal of Small Business and Enterprise Development, 20(1), pp.28-54.
Bach, S., 2013. Performance management. Managing human resources: Human resource management in transition, pp.221-342.
Cardy, R. and Leonard, B., 2014. Performance Management: Concepts, Skills and Exercises: Concepts, Skills and Exercises. Routledge.
De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan.
Decramer, A., Smolders, C. and Vanderstraeten, A., 2013. Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction. The International Journal of Human Resource Management, 24(2), pp.352-371.
Evans, J.R. and Lindsay, W.M., 2013. Managing for quality and performance excellence. Cengage Learning.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance management: A practical guide for managers. Routledge.
Oladapo, V., 2014. The impact of talent management on retention. Journal of business studies quarterly, 5(3), p.19.
Pollitt, C., 2013. The logics of performance management. Evaluation, 19(4), pp.346-363.
Schaltegger, S. and Burritt, R., 2014. Measuring and managing sustainability performance of supply chains: Review and sustainability supply chain management framework. Supply Chain Management: An International Journal, 19(3), pp.232-241.
