BSBHRM512 - Develop and Manage Performance Management Processes - Management Assessment Answer

Assessment Answer

BSBHRM512:  Develop and Manage Performance Management Processes Assessment Answer

Questions

1. Identify the six steps in the performance management process

2. Develop a Performance Management Checklist for managers, based on the process, as a guide when undertaking this role.

3. What things does HR need to consider and include when developing an integrated performance management process or system?\

4. Outline the three criteria for effective performance management.

5. Identify three sources of performance information

6. Provide an overview of three methods/approaches for rating employee performance and the strengths and weaknesses of each method.

7. As companies grow globally, acquire new entities, and support a virtual workforce, it is increasingly difficult for managers to observe the performance of their employees. Most managers struggle to give objective and relevant feedback on reviews.  Suggest two possible solutions.

8. The Chairman of the Human Resources Institute said in an interview in March 2013: “ … the best performance discussions are between a boss and a subordinate, not HR and a subordinate. HR is better as an independent third party – not doing the manager’s job for them.” Source: Tough Boss or workplace bully? Published 1 June 2009, Society of Human Resource Management.

9. Performance management needs to cover a range of employment situations, not just full-time employees. Outline five different situations you would need to incorporate into your plans depending on the company.

10. a) What is a Performance Improvement Plan (PIP)?

b) When would you suggest a PIP for an employee?

11. Employees often become angry or disgruntled when their managers give them a poor annual performance review. How can you:

a) Ensure the organisation is operating within the legislative framework and protecting the rights of employees?

b) Ensure employees have a process for voicing their concerns?

c) Support a line manager who finds themselves in this position?

12. What are the features of a good dispute resolution process?

13. One definition of “talent management” is as follows:

Talent management is to make better use of their employees’ knowledge and skills and to retain those who are valuable to their organisation, its corporate memory and intellectual capital….. (Source: Nankervis et al., Human Resource Management – Strategy and Practice 2016)

Explain how you make better use of their employees’ knowledge and skills and to retain those who are valuable to their organisation, its corporate memory and intellectual capital? Would simply paying staff a lot more money achieve the same goal?

14. What does it mean to be a learning organisation?

15. There are many tools (methods) and approaches that can be used to assist in leadership development (e.g. job rotation, mentoring etc.). Choose one of the tools from the online learning resources in your course or one other that you are familiar with. Explain its main features and how it can be used.

16. What are the main things that can affect the reliability of a performance appraisal? Explain at least two methods of overcoming these?

Activity 1:
You are responsible for developing and monitoring KPIs for a staff member who is responsible for recruitment in your unit.

Tasks:

a. Provide examples of at least four possible key performance indicators (KPIs) that are specific, measurable and align with business goals.

b. Explain how you would monitor these KPIs.

c. How frequently would you meet with the employee regarding the KPIs? Explain your rationale for this.

d. If you find the employee is not meeting their KPIs, describe briefly the steps you would take to deal with the situation?

Activity 2:

Tasks:
a. Provide a sample learning and development plan for a junior manager whose training needs have been identified by their manager as managing people and delegating effectively.

b. Part of your suggestion for the manager is to enroll in a Certificate IV in Leadership and Management which can be undertaken on the job. What
process would you use to select the supplier to satisfy the needs of this manager?

c. How would you monitor the success rate of the training and notify his/her supervisor?

d. The manager has come back to you during his/her training and expresses concern about the training provider in particular the lack of support being provided. How would you manage this?

Project
Assume you have recently joined a tech company “High Tech Pros” (simulated, not a real business) that has grown rapidly from a small start-up to now employing over 200 staff. Of the 200, 125 are full-time staff and 75 are contractors (who are hired as required). Most are technical officers (analysts, programmers etc.) with 16 being administrative staff looking after accounts, marketing, sales, HR and general administration. Both the owners and the managers they have employed are highly skilled technically but have little true management experience. The owners have plans to
grow by up to 100% over the next 12 months and know they need processes to ensure they manage their staff. They have read about Google’s success in motivating and managing staff and have asked you to complete Parts A to D below in order to:

 Put a performance management process in place for all staff  Help their managers transition from being competent technicians into being great managers

Read the following case study about the real company “Google” (no need to google this, ha ha):

Part A
Based on what you have read so far in this “Google” case study, plus other research and your experience, develop recommendations for:

a. A performance management process that would suit the company you joined “High Tech Pros”, keeping in mind that some employees are part-time or contracted.

b. Organisational timeframes for formal performance management sessions.

c. A quality improvement plan for the performance management process.

Part B
Explain who you would consult with at “High Tech Pros” and outside that company, to ensure there is agreement on the new formal performance management process you recommended in Part A.

Part C
Develop a series of short lunch-time sessions for the “High Tech Pros” management team (use a few bullet points for each session) to train them on:

a. How to develop KPIs for their staff.

b. How to provide feedback to under-performers

c. Basic staff coaching techniques

d. Dispute resolution and mediation processes

e. How to conduct a performance review

f. Recording information and storing documents relating to performance reviews and performance management sessions.

Note: You should be mindful of maintaining the attention of managers given their different learning styles and may use PowerPoint, video, Word documents or any other technology that is accessible and appropriate for this task.

Part D
Design a coaching/mentoring program to support managers at “High Tech Pros” in their role. You may choose to use internal or external providers (or both), but must provide a rationale for your choice and explain the process of introducing the program including consultation with key stakeholders.

Task

For this you will need to ask your manager, client or workplace supervisor to complete a Third Party Report. Ensure that you also give them a copy of the elements and competencies as listed in the portfolio of evidence to assist them.

 Ask them to review it and answer the questions. If they need to speak with the assessor in regards to any of the document then please call your assessor to discuss. If you are not currently working in HR, consult your tutor/assessor about work experience or an a Analysis of the business strategy and/or operational plans that have determined the requirement for the service alternative task.