course material

1. (Mt) – Topic related to Fire health and safety resourses
BSBMGT502 Manage people performance Learner Guide Page |1 Table of Contents Unit of
Competency ………………………………………………………………………………………………………….. 5
Application
…………………………………………………………………………………………………………………………. 5
Performance
Criteria……………………………………………………………………………………………………………. 6
Foundation Skills
…………………………………………………………………………………………………………………. 8 Assessment
Requirements ……………………………………………………………………………………………………. 9 1.
Allocate work ……………………………………………………………………………………………………………… 11
1.1 – Consult relevant groups and individuals on work to be allocated and resources
available ……… 12 Consulting relevant groups and individuals
…………………………………………………………………………… 12 Activity 1A
………………………………………………………………………………………………………………………… 14 1.2 –
Develop work plans in accordance with operational plans ………………………………………………….
15 Developing work plans
……………………………………………………………………………………………………….. 15 Considering
operational plans …………………………………………………………………………………………….. 15 Activity
1B ………………………………………………………………………………………………………………………… 16 1.3
– Allocate work in a way that is efficient, cost effective and outcome focussed
………………………. 17 Allocating work
…………………………………………………………………………………………………………………. 17 Activity 1C
………………………………………………………………………………………………………………………… 19 1.4 –
Confirm performance standards, Code of Conduct and work outputs with relevant teams
and individuals
……………………………………………………………………………………………………………………………. 20
Confirming performance standards
……………………………………………………………………………………… 20 Confirming the code of
conduct ………………………………………………………………………………………….. 20 Confirming work
outputs ……………………………………………………………………………………………………. 21 Employee
rights and responsibilities ……………………………………………………………………………………. 21
Employer rights and responsibilities
…………………………………………………………………………………….. 22 Activity 1D

2. ………………………………………………………………………………………………………………………… 24 1.5 –
Develop and agree performance indicators with relevant staff prior to commencement of
work
…………………………………………………………………………………………………………………………………………
… 25 Developing performance indicators
…………………………………………………………………………………….. 25 Agreeing key performance
indicators …………………………………………………………………………………… 26 Activity
1E…………………………………………………………………………………………………………………………. 27 1.6
– Conduct risk analysis in accordance with the organisational risk management plan and
legal requirements
……………………………………………………………………………………………………………………….. 28
Conducting a risk analysis
…………………………………………………………………………………………………… 28 Page |2 Activity
1F…………………………………………………………………………………………………………………………. 30 2.
Assess performance …………………………………………………………………………………………………….. 31
2.1 – Design performance management and review processes to ensure consistency with
organisational objectives and policies
……………………………………………………………………………………… 32 Managing performance
……………………………………………………………………………………………………… 32 Conducting
employee reviews …………………………………………………………………………………………….. 32
Establishing the most suitable strategies for your business
…………………………………………………….. 33 Monitoring financial performance
……………………………………………………………………………………….. 34 Considering other business
factors ………………………………………………………………………………………. 34 Activity 2A
………………………………………………………………………………………………………………………… 36 2.2 –
Train participants in the performance management and review
process……………………………… 37 Training participants
………………………………………………………………………………………………………….. 37 Communicating
with employees …………………………………………………………………………………………. 38 Activity 2B
………………………………………………………………………………………………………………………… 39 2.3 –
Conduct performance management in accordance with organisational protocols and time
lines
…………………………………………………………………………………………………………………………………………
… 40 2.4 – Monitor and evaluate performance on a continuous basis
…………………………………………………. 40 Conducting performance management
………………………………………………………………………………… 40 Activity 2C
………………………………………………………………………………………………………………………… 44 3.
Provide feedback ………………………………………………………………………………………………………… 45
3.1 – Provide informal feedback to staff on a regular basis
………………………………………………………… 46 Providing informal feedback
……………………………………………………………………………………………….. 46 Activity 3A
………………………………………………………………………………………………………………………… 48 3.2 –
Advise relevant people where there is poor performance and take necessary actions

3. ………….. 49 Addressing poor performance
…………………………………………………………………………………………….. 49 Taking necessary
actions…………………………………………………………………………………………………….. 50 Activity 3B
………………………………………………………………………………………………………………………… 51 3.3 –
Provide on-the-job coaching when necessary to improve performance and to confirm
excellence in performance
…………………………………………………………………………………………………………………….. 52 Providing
on-the-job coaching …………………………………………………………………………………………….. 52
Activity 3C
………………………………………………………………………………………………………………………… 53 3.4 –
Document performance in accordance with the organisational performance management
system
…………………………………………………………………………………………………………………………………. 54
Documenting performance
…………………………………………………………………………………………………. 54 Using organisational
templates and style-guides …………………………………………………………………… 54 Page |3
Activity 3D
………………………………………………………………………………………………………………………… 56 3.5 –
Conduct formal structured feedback sessions as necessary and in accordance with
organisational policy
……………………………………………………………………………………………………………… 57 Conducting
formal structured feedback sessions…………………………………………………………………… 57
Activity
3E…………………………………………………………………………………………………………………………. 58 4.
Manage follow up ……………………………………………………………………………………………………….. 59
4.1 – Write and agree on performance improvement and development plans in accordance
with organisational policies
…………………………………………………………………………………………………………… 60 Writing and
agreeing on performance improvement and development plans…………………………… 60
Activity 4A
………………………………………………………………………………………………………………………… 62 4.2 –
Seek assistance from human resources specialists, where appropriate ………………………………..
63 Seeking assistance from human resource specialists
……………………………………………………………… 63 Activity 4B
………………………………………………………………………………………………………………………… 64 4.3 –
Reinforce excellence in performance through recognition and continuous feedback
……………. 65 Reinforcing excellence in performance
………………………………………………………………………………… 65 Recognition
………………………………………………………………………………………………………………………. 65
Continuous feedback
…………………………………………………………………………………………………………. 66 Activity 4C
………………………………………………………………………………………………………………………… 68 4.4 –
Monitor and coach individuals with poor performance ………………………………………………………

4. 69 4.5 – Provide support services where necessary
……………………………………………………………………….. 69 Monitoring performance
……………………………………………………………………………………………………. 69 Addressing
performance issues …………………………………………………………………………………………… 70
Coaching individuals
………………………………………………………………………………………………………….. 70 Providing
support services ………………………………………………………………………………………………….. 71
Activity 4D
………………………………………………………………………………………………………………………… 72 4.6 –
Counsel individuals who continue to perform below expectations and implement the
disciplinary process if necessary
……………………………………………………………………………………………… 73 Counselling
individuals……………………………………………………………………………………………………….. 73
Implementing disciplinary procedures
…………………………………………………………………………………. 74 Activity
4E…………………………………………………………………………………………………………………………. 75 4.7
– Terminate staff in accordance with legal and organisational requirements where serious
misconduct occurs or ongoing poor-performance continues
……………………………………………………… 76 Terminating staff
……………………………………………………………………………………………………………….. 76 Considering
unfair dismissal ……………………………………………………………………………………………….. 77
Activity
4F…………………………………………………………………………………………………………………………. 78
Page |4 Summative
Assessments………………………………………………………………………………………………………… 79
References
…………………………………………………………………………………………………………………………… 80 Page
|5 Unit of Competency Application This unit describes the skills and knowledge required to
manage the performance of staff who report to them directly. Development of key result
areas and key performance indicators and standards, coupled with regular and timely
coaching and feedback, provide the basis for performance management. It applies to
individuals who manage people. It covers work allocation and the methods to review
performance, reward excellence and provide feedback where there is a need for
improvement. The unit makes the link between performance management and performance
development, and reinforces both functions as a key requirement for effective managers. No
licensing, legislative or certification requirements apply to this unit at the time of
publication. Unit Sector Management and Leadership – Management Page |6 Performance
Criteria Element Elements describe the essential outcomes. Performance Criteria
Performance criteria describe the performance needed to demonstrate achievement of the
element. 1. Allocate work 1.1 Consult relevant groups and individuals on work to be
allocated and resources available 1.2 Develop work plans in accordance with operational
plans 1.3 Allocate work in a way that is efficient, cost effective and outcome focussed 1.4
Confirm performance standards, Code of Conduct and work outputs with relevant teams

5. and individuals 1.5 Develop and agree performance indicators with relevant staff prior to
commencement of work 1.6 Conduct risk analysis in accordance with the organisational
risk management plan and legal requirements 2. Assess performance 2.1 Design
performance management and review processes to ensure consistency with organisational
objectives and policies 2.2 Train participants in the performance management and review
process 2.3 Conduct performance management in accordance with organisational protocols
and time lines 2.4 Monitor and evaluate performance on a continuous basis 3. Provide
feedback 3.1 Provide informal feedback to staff on a regular basis 3.2 Advise relevant
people where there is poor performance and take necessary actions 3.3 Provide on-the-job
coaching when necessary to improve performance and to confirm excellence in
performance 3.4 Document performance in accordance with the organisational
performance management system 3.5 Conduct formal structured feedback sessions as
necessary and in accordance with organisational policy Page |7 Element Elements describe
the essential outcomes. Performance Criteria Performance criteria describe the
performance needed to demonstrate achievement of the element. 4. Manage follow up 4.1
Write and agree on performance improvement and development plans in accordance with
organisational policies 4.2 Seek assistance from human resources specialists, where
appropriate 4.3 Reinforce excellence in performance through recognition and continuous
feedback 4.4 Monitor and coach individuals with poor performance 4.5 Provide support
services where necessary 4.6 Counsel individuals who continue to perform below
expectations and implement the disciplinary process if necessary 4.7 Terminate staff in
accordance with legal and organisational requirements where serious misconduct occurs or
ongoing poor-performance continues Page |8 Foundation Skills This section describes
language, literacy, numeracy and employment skills incorporated in the performance
Gathers, interprets and analyses texts in organisational documents to facilitate performance
performance suitable for the target audience and in accordance with organisational
t
and audience to explain expected standards of performance, provide feedback and coach
tasks and text relating to performance standards and risk analysis Navigate the world of
cols governing what to
achieve joint outcomes, influencing direction and taking a leadership role on occasion Get
es, monitors implementation and
assist in the decision-
variables impact on performance Page |9 Assessment Requirements Performance Evidence

6. plans and allocate work to achieve outcomes efficiently and within organisational and legal
man resources specialists where
performance management system Knowledge Evidence To complete the unit requirements
evant legislative and regulatory
ons and information Assessment
Conditions Assessment must be conducted in a safe environment where evidence gathered
demonstrates consistent performance of typical activities experienced in the management
and leadership field of work and include access to:
Interaction with others. P a g e | 10 Links Companion volumes available from the IBSA
website: http://www.ibsa.org.au/companion_volumes
https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-
4da407e23c10 P a g e | 11 1. Allocate work 1.1. Consult relevant groups and individuals on
work to be allocated and resources available 1.2. Develop work plans in accordance with
operational plans 1.3. Allocate work in a way that is efficient, cost effective and outcome
focussed 1.4. Confirm performance standards, Code of Conduct and work outputs with
relevant teams and individuals 1.5. Develop and agree performance indicators with relevant
staff prior to commencement of work 1.6. Conduct risk analysis in accordance with the
organisational risk management plan and legal requirements P a g e | 12 1.1 – Consult
relevant groups and individuals on work to be allocated and resources available By the end
workplace consultations. Consulting relevant groups and individuals It is essential that you
consult relevant personnel about the allocation of work and availability of resources. You
should ensure that the staff members have a good understanding of their respective roles
and they know how to access the required resources. You may have to assign specific tasks
to specialist members of your workforce. The employees should be encouraged to share any
concerns and make requests for assistance when needed. The consultation process may be
led by a manager or senior supervisor. However, the employee’s views should be taken into
account. You should also ensure that employees are given credit for their contributions. The
as and suggestions which wouldn’t otherwise be
organisation. There are various aspects that should be taken into consideration during
consultations on the allocation of work. It is advisable to focus on major organisational
issues during the consultation process. The employees should be provided with clear and

7. comprehensive details of the work that they are expected to carry out. They should be
informed of the machinery and equipment which will have to be used. It will also be
necessary to outline the expected standards and workplace health and safety (WHS)
responsibilities. The availability of t
and informal meetings o group meetings o departmental and organisational meetings o
Human resource personnel. P a g e | 14 Activity 1A P a g e | 15 1.2 – Develop work plans in
accordance with operational plans By the end of this chapter, the learner should be able to:
requirements which should be met when establishing operational plans. Developing work
plans Work plans should outline the steps that will need to be taken for the achievement of
organisational objectives. They should account for the availability of resources and staff
members with key skills and knowledge. Ideally your work plans will be broken down into
segments, with specific tasks being fairly assigned to individuals and groups within your
organisation. Tasks which are considered particularly important should be prioritised. You
should also include details of evaluation methods which will be used to measure the success
of the work plan. Employees should be committed to the aims of the work plan and
achievement of wider organisational goals. Considering operational plans An operational
plan is essential to an organisation’s success. Failure to properly complete it could lead to
the failure of the action and monitoring plans. Remember that operational plans tend to last
between one and three years. Even though this may be considered short term, you will still
need effective planning. (Note that operational plans may also be known as action plans,
annual plans, management plans, or tactical plans.) Operational plans should include the
resources where they are required or to fill gaps
1B P a g e | 17 1.3 – Allocate work in a way that is efficient, cost effective and outcome
five rules that should be followed when allocating work. Allocating work Considerable care
should be taken when allocating work to staff members. You should consider the nature of
tasks that need to be completed and the availability of employees with the necessary skills
and knowledge. It is likely that there will be some tasks which can only be completed by
specialists. You might also need to assign groups of employees, all of whom may make

8. specific contributions. However, you should consider the worker’s availability and ensure
that they are focussed on tasks of the greatest benefit to your organisation. Skills matrix You
are encouraged to use a skills matrix when allocating work to staff members. You should
start by discussing the skills and knowledge of the different employees. Questions should be
asked in order to gauge the employee’s interest and motivation for the completion of set
tasks. You may also clarify the information provided by employees with managers and
supervisors. It is important that you have confidence in their ability to complete assigned
tasks efficiently and cost effectively. You should also ensure that tasks are within the
employee’s scope of responsibilities. Here is an example of a skills matrix for a restaurant:
Jane Sarah Bill Capability Level of interest Capability Level of interest Capability Level of
interest Taking orders High Medium Low Low High Medium Arranging takeaways High Low
High Medium Low Low Preparing ingredients Low Medium Low High High Medium Cooking
meals Low High High High Medium Serving meals High Low Medium Low Medium Medium
You might identify the potential for training and development in relation to tasks with low
levels of associated risk. It is also important for the work to be varied in order to maintain
good levels of motivation and commitment. You should ensure that particularly important
and time-sensitive tasks are prioritised. These rules should be followed when allocating
employee
to
1C P a g e | 20 1.4 – Confirm performance standards, Code of Conduct and work outputs
with relevant teams and individuals By the end of this chapter, the learner should be able
y be included within
standards It will be necessary to confirm the standards that are expected in relation to the
completion of each task. These standards should be realistic and achievable for the
employees. They will need to agree and be fully committed to achievement of the
established standards. Their performance may be measured in terms of quality, quantity,
timeliness, and benefits for the organisation. You may compare the results with employee
and organisational objectives. You should be aware that performance standards relate to
either quantitatively or qualitatively The following aspects may be considered when
s finances and
profitability. Confirming the code of conduct It is also important for employees to be aware
of the code of conduct which applies to work carried out within your organisation. The code
of conduct should specify the agreed (or decreed) set of rules relating to employee
behaviour/conduct with other employees or an agreed (or decreed) set of rules relating to

9. employee behaviour/conduct with other employees or customers. It should be incorporated
within organisational documents and outlined during staff training and orientation.
Employees should have a good understanding of the code of conduct and act appropriately
ating professional and personal activities and
informed ethical practice in the face of opposition, conflict, professional challenges and
ments, including: o adequate preparation,
personal presentation, and time management o cooperating with colleagues in team and
relay interpreting o responsibility for communication Confirming work outputs Finally, it
will be necessary to confirm outputs with your employees. These work outputs should be
linked to the performance standards and associated with aspects of quality and quantity.
Workers might be expected to produce a certain number of products or deal with a specific
number of customer enquiries during an assigned period. You should discuss work outputs
with employees and ensure that they clearly understand your expectations. Employee rights
to u
ilities
environment free from discrimination and sexual harassment (see State and
Commonwealth anti-
Relevant State and Territory employment legislation i.e. wage rates, employment
conditions. Australian Fair work act The Australian Fair work act of 2009 is the primary
piece of legislation relating to the rights and responsibilities of employers and employees in
Australia. This act includes ten legislated National Employment Standards (NES) which all
t. You can find a complete
overview of the Australia Fair Work Act at
https://www.legislation.gov.au/Details/C2016C00785. P a g e | 23 Fair work rewards and
certified agreements You should also be aware of the fair work rewards and certified
agreements which apply to businesses in Australia. The fair work rewards apply to
minimum wages and employment conditions for workers in your industry. It is possible to
find information about applicable rewards on the website of the Australian Fair Work

10. Ombudsman (https://www.fairwork.gov.au/awards-and-agreements/awards/listof-
awards.) It is possible that your organisation will have established certified (enterprise)
agreements which replace the fair work awards. These agreements also relate to minimum
wages and employment standards. However, they are specific to organisations which have
undertaken collective bargaining or industrial disputes and come to agreements under the
terms of a tribunal. P a g e | 24 Activity 1D P a g e | 25 1.5 – Develop and agree performance
indicators with relevant staff prior to commencement of work By the end of this chapter,
evant to their
organisation. Developing performance indicators You should be aware that performance
indicators are measures against which performance outcomes are gauged. They may relate
to various aspects of performance, including the generation of ideas, production of high
quality products, and delivery of services. The first stage of development should be to
establish the objectives that you expect employees to meet. You might consider the results
of benchmarking and goals which have to be achieved for the long-term success of your
business. The goals should be clear and quantifiable. You should also ensure that they are
within the scope of your employees. You will need to choose appropriate performance
indicators to measure against the implementation of your operational plan. Key
relevant to your particular business. As noted above, the choice of KPIs is going to be unique
to each business and its strategy. So it is not a question of ‘how many’ KPIs a business
should have. However, accounting and financial management experience suggests that
between four and ten measures are likely to be ‘key’ for most types of small business.
Management and owners of the small business should reflect on whether the KPIs chosen
continue to be relevant over time. P a g e | 26 This table outlines some KPIs that should be
taken into consideration: Area Possible Key Performance Indicators Safety Number of
accidents Severity of accidents Amount of sick leave Days since last accident Time lost due
to accidents Customer satisfaction Calls to customer service Complaints successful resolved
Written or verbal customer feedback Percentage of repeat customers Environmental
Energy used/saved Waste recycled Amount of waste per employee Amount of carbon
emissions produced Employee satisfaction Retention time of employees Written and verbal
feedback Complaints to Human Resources Financial Cost per product produced Capital
expenditure Profits Performance compared to competitors. Agreeing key performance
indicators It is important that you discuss the KPIs with your employees and ensure that
they are understood. You should encourage the staff members to ask for clarification and
provide details accordingly. It will also be necessary to address any concerns and issues that
are raised by the employees. There should be a shared commitment and belief that the
necessary standards can be achieved. The employees should work together for the
achievement of common objectives. P a g e | 27 Activity 1E P a g e | 28 1.6 – Conduct risk
analysis in accordance with the organisational risk management plan and legal
requirements By the

11. assessment tools and template documents. Conducting a risk analysis You are advised to
conduct a risk analysis prior to the allocation of work to staff members. This will involve the
determination of the likelihood of a negative event preventing the organisation meeting its
objectives and the likely consequences of such an event on organisational performance. The
first step of your risk analysis should be to identify the various risk events and the
likelihood of them occurring. You should consider all of your business processes and
attempt to establish the root causes of any problems. You should also arrange group
meetings and brainstorming sessions for the identification of issues which wouldn’t
otherwise be considered. The next step will be to estimate the level of impact that risk
events may have upon your organisation. You should gauge the likelihood of the possible
negative events that have been identified. It will then be necessary to consider the
probability of such events in association with the costs that may be incurred by your
organisation. You should identify possible ways of managing and limiting the risks. A risk
be taken. You may refer to these risk
potential risks for the identification of areas of concern and priorities for your organisation.
This is a useful way to assess any probabilities of risk. The following risk matrix template
shows the scale for risks. P a g e | 29 You are advised to design a specific matrix for your
particular needs and carefully monitor individual risks throughout. If you don’t follow these
steps, then the matrix will not give you a clear indication of risk. Example risk matrix
template: Impact of risk Likelihood of risk happening Extreme High Moderate Low Very low
Rare Unlikely Possible Likely Most likely LM M MH H H L LM M MH H L LM M MH MH L LM
LM M MH L L LM M M Key: L – low risk LM – low/medium risk M – medium risk MH –
medium/high risk H –
Moderate, with specific responsibility allocated for the risk, and monitoring
potential to be devastating to the organisation or project. P a g e | 30 Activity 1F P a g e | 31
2. Assess performance 2.1. Design performance management and review processes to
ensure consistency with organisational objectives and policies 2.2. Train participants in the
performance management and review process 2.3. Conduct performance management in
accordance with organisational protocols and time lines 2.4. Monitor and evaluate
performance on a continuous basis P a g e | 32 2.1 – Design performance management and
review processes to ensure consistency with organisational objectives and policies By the
Detail three types of
employee performance reviews. Managing performance The performance management
system should be a process or set of processes for establishing a shared understanding of
what an individual or group is to achieve, and managing and developing individuals in a
way which increases the probability it will be achieved in both the short- and long-term. It

12. should also account for relevant industrial agreements. Work plans and organisational
expectations should be highlighted as part of the performance management system.
Employees should be aware of their individual responsibilities and the standards that they
are expected to achieve. The employee’s performance should be monitored on a continual
basis and they should be given regular feedback detailing the positive aspects and possible
improvements. It is important for supervisors and managers to meet with the employees
when establishing the performance management system. There should be discussions about
the allocation of responsibilities and desirable levels of performance. The objectives should
be realistic and achievable in order to motivate the employees. It is essential for work to be
within the scope of employee skills and knowledge. They should be provided with the
necessary resources and assistance. The performance management process should fulfil
work and levels of achievemen
recognition and financial reward. The development of the performance management system
should be a seen as a means of ensuring the continuous progression of your organisation. It
should allow for the evaluation of work and measurement of standards against objectives. It
should also enable you to identify systems that are not working effectively and
improvements that could be made. Conducting employee reviews The employees should be
aware that their work is continuously monitored and evaluated as part of the performance
management system. Regular inspections and observations should be conducted to ensure
that work is being carried out in accordance with expectations. P a g e | 33 Employee
– they will involve
comparing and evaluating the employees work against all of the duties and responsibilities
outlined i – supervisors may write short
reviews detailing their observations and recommendations for improvement in the
– ratings may be established for different aspects of
performance an – these
evaluations should draw upon the knowledge and experience of the workforce. Employees
-assessments
– employees may be encouraged to reflect on their own performance and identify aspects
that could be improved. You should consider the performance review options and apply
your chosen methods to employees at all levels of your organisation. Managers and
supervisors should be committed to the review process and appreciate that there is always
scope for improvement. You should also ensure that employees are aware of how their
performance will be evaluated and when review meetings will take place. Reviews should
take place regularly throughout the year. Establishing the most suitable strategies for your
business You should consider the specific nature of your business when choosing the best
strategies for monitoring and evaluating performance. Time should be taken to outline the
various options and discuss appropriate strategies during business meetings. Each of your
employees should have the opportunity to voice their opinions and all feedback should be
taken into account. The improvement strategies will be most effective if everybody is in

13. agreement about their implementation. Effective business management will involve the
monitoring and evaluation of performance, in accordance with your organisational goals.
You may have established key performance indicators (KPIs) relating to the amount of
money that is being generated and the levels of customer satisfaction. Managers may need
to change and adopt new strategies if the targets aren’t being met. P a g e | 34 Consider the
smart acronym when developing new objectives
will be essential for the sustainability and growth of your business. You may take the
opportunity to measure performance budgets against actual expenses, or compare past
with current profits. You should account for the various types of income and expenditure.
Enough cash flow should be generated for the maintenance and growth of your business.
Considering other business factors The performance of your business shouldn’t be
measured purely in financial terms. You should consider the effects of training upon
efficiency. It is also necessary to consider the level of innovation within your business.
Consider any success that has been enjoyed subsequent to the development and release of
brand new products and services. Compare your growth in particular markets against rival
businesses. Conduct regular surveys to gauge the level of customer satisfaction and think
about whether you have responded appropriately to feedback. You are encouraged to use
– This will involve the
comparison of your business against rivals, both within, and outside your target market.
You should consider the respective strengths and weakness of any systems and processes
that have been implemented. The levels of performance should be measured over a defined
– You can measure debts, liquidity and net profit margins
as
interviews – You may question customers and employees for perspectives on the
performance of your business. They might provide feedback on suitable means of improving
effi – If you want a realistic
perspective of everyday business operations then it would be worth carrying out mystery
shopping visits. You’ll find numerous market research companies offering mystery
shopping services and guaranteeing the production of detailed business reports P a g e | 35
– You may build a presence on various social media networks
and follow the profiles of your business customers for feedback on performanc
meetings – You should ask your employees to regular meetings and encourage them to
provide perspectives on business efficiency and performance. They might identify causes
itative employee
analysis – Quantitative research will allow you to gain a variety of valuable insights
regarding the performance of your employees. Consider the impact of procedural changes
on productivity. Take account of sales, contribution, and profit directly attributable to the
work of each employee. P a g e | 36 Activity 2A P a g e | 37 2.2 – Train participants in the
performance management and review process By the end of this chapter, the learner should
articipants in the performance management and
which may be covered during training. Training participants It has already been mentioned

14. that you should discuss performance management and review processes with your
employees prior to implementation. You should be prepared to answer the employee’s
questions and address any concerns that are raised. The employees should understand how
their performance will be assessed and the standards that they are expected to meet. It
might also be necessary to outline the ways in which employees should review both their
own performance and that of colleagues. They may be expected to apply specific criteria
and ensure fairness during performance evaluations. There should be a focus on aspects of
work which are essential for the achievement of organisational objectives. Managers should
also be aware of how to set and monitor the achievement of objectives and conduct their
performance management duties. Managers, supervisors, and other employees should
spend considerable amounts of time collecting information about performance and
preparing feedback. A series of observations and inspections should be carried out to
ensure the collection of accurate details regarding the employee’s performance. It will be
necessary to create reports including information about strengths, weaknesses, and
potential areas of improvement. These reports should be written and formatted in
accordance with organisational expectations. They should be referred to during staff review
-solving and conflict resolution. P a g e | 38 Communicating with
employees It is essential that you update your employees for the achievement of established
performance objectives. They are the central stakeholders who will do the actual work. You
might decide to ask employees what information they would like to receive. There may be
the option of sending a survey or handing out printed versions to non-desk staff. This will
prevent you from having to explain information which the employees do not require. It is a
good idea to alter the style of the information you send employees so that they can
differentiate it from general e-mails. You could alter the font or colour palette to make them
realise that they need to read the communications. Sending an e-mail with a high priority
icon can also fulfil this need. P a g e | 39 Activity 2B P a g e | 40 2.3 – Conduct performance
management in accordance with organisational protocols and time lines 2.4 – Monitor and
evaluate performance on a continuous basis By the end of this chapter, the learner should
evaluate performance on a continuous basis. Conducting performance management Your
organisation should have established protocols and time lines which apply to the
performance management process. It will be necessary to meet with the employees for the
discussion of duties and the ways in which they contribute to the achievement of
organisational objectives. You will also be expected to create plans detailing the progression
of work and standards that should be met. You should focus on key areas of performance
which can be monitored and discussed with the employees during follow-up review
meetings. The length of the review process and schedule of reviews should be taken into
account. The work plan should be documented and approved by management and

15. employees. Monitoring employees It will be necessary to monitor the employees and gauge
their level of success in meeting the agreed objectives. However, the employees shouldn’t
feel that their performance is under intense scrutiny. They will be more likely to make
mistakes and fail to fulfil expectations if they are aware that every decision and action is
being monitored. It is advisable to focus on aspects of behaviour and general results of the
should be regular meetings for the discussion of progress and any changes considered
necessary for improvement. Interim reviews should provide the opportunity to discuss
positive elements of work and identify the need for further improvements. The employees
should be encouraged to share their perspectives and any concerns about issues affecting
progression. P a g e | 41 Evaluating performance You should evaluate the employee’s
performance against the objectives that have been set. The evaluation may involve
inspection of the employee’s work and consideration of the reports provided by colleagues.
You should attempt to gather as much information as possible in order to effectively gauge
the employee’s work and progression during the review period. It is also important to
maintain a continuous system of monitoring and evaluation so that you can identify
problems and recommend changes in a timely manner. Performance measurement cycle
Activities and operations Improve Learn Measure Report Activities and operations
Activities are programs, services, or goods produced by a business. Operations are the
organisational infrastructure that supports these activities, including HR, technology, and
financial management. Activities and operations include everything an organisation does to
represent its mission and realise its vision of success. Measure What constitutes your
performance and measurement? This could for example include financial performance,
customer satisfaction, or output measures from technology. The measurements that are
used must reflect the assigned work at that level. Report How do you compile your data into
a format that is easy to analyse and report to shareholders or stakeholders? Learn Using the
performance data you have compiled, the organisation’s leadership review and interpret
the data in order to make well-informed decisions and identify opportunities for
improvement. P a g e | 42 Improve The business implements any necessary changes to
improve its activities and operations. The performance measurement cycle begins again.
Analysing employee performance It is a good idea to keep figures and reports on what
employees have achieved, their sales records, their level of accuracy, the quantity and
quality of their work, and how long it is taking them to complete tasks. These can then be
compared at specific periods with planned individual objectives. However, there are a
number of challenges to consider when responding to performance data. Changing job role
The tasks that individuals are likely to undertake over a year long period can be difficult to
predict. Their roles might change and workplace innovations may affect the methods and
times taken to complete tasks. This means responding to performance data is not
-long goals, set at least one
short-term goal per employee that you know can be measured against within the first few
s within the business is

16. objective where the measurement will apply across a number of different projects and
tasks. For example, to respond to all customer calls within 24 hours with a customer
satisfaction feedback of x%. Activities not easily measured Another issue with determining
performance occurs when the job has no clear quantifiable measures. This makes it tough to
produce objectives which are specific and can b
you have considered all forms of measurement e.g. quality, quantity, timeliness, cost-
assessments could be made regarding performance by those who are highly knowledgeable
Allow measurement of acco
valid, to ensur
accuracy. P a g e | 44 Activity 2C P a g e | 45 3. Provide feedback 3.1. Provide informal
feedback to staff on a regular basis 3.2. Advise relevant people where there is poor
performance and take necessary actions 3.3. Provide on-the-job coaching when necessary to
improve performance and to confirm excellence in performance 3.4. Document
performance in accordance with the organisational performance management system 3.5.
Conduct formal structured feedback sessions as necessary and in accordance with
organisational policy P a g e | 46 3.1 – Provide informal feedback to staff on a regular basis
l
feedback. Providing informal feedback It is important to maintain a continuous stream of
informal feedback so that employees know whether their performance is meeting
expectations. You might also offer constructive criticism and suggestions for improvement.
Such feedback may be given during staff lunch breaks or when meeting with employees to
discuss general workplace issues. You might also take the opportunity to provide feedback
when supervising and monitoring the employees. Other examples of informal feedback
eedback
should be given as a means of highlighting the need for change and correcting behaviours
for improved performance. Employees may be given examples of the expected behaviour
and informed of the results that they are expected to achieve. You should ensure that the
appropriate form of feedback is given and that employees are aware of your expectations.
Corrective feedback should be accurate and honest. However, you should consider the
personal feelings of the employee that you are addressing. There is likely to be some
variation in the amount of detail that is included in feedback for your employees. There will
be a risk of demotivating and decreasing the commitment to your organisation if employees
are heavily criticised. You are advised to focus on the aspects of behaviour that are most
important and relevant to the achievement of your organisational goals. Constructive
feedback You might feel concerned and angry about the negative performance of your

17. employees. You may even suspect that they are ignoring the training and guidance that has
been provided. However, you should keep your emotions in check and not be overly critical.
It is important to address aspects of the employee’s behaviour, rather than their personality
or beliefs. Constructive feedback should be given in a positive and assertive manner. It
should be provided at the most appropriate time, as soon as possible after witnessing the
employee’s actions. You will need to address any issues and problems in a way that your
employees can understand. These steps should be followed when giving constructive
details about the issue in a non-
solution. You are advised to use the SBI model when providing feedback about the
behaviour and performance of your colleagues. This will focus on the situation, behaviour
and impact that you believe is of some concern. You should refer to the location and timing
of the behaviour. It will then be necessary to specify the behaviours that you have observed.
You shouldn’t make assumptions or make negative comments without good reason.
However, you will need to ensure that the employee is aware of the impact that their
behaviour has had. You are advised to use “I statements” to highlight the effect on
employees and the wider organisation. P a g e | 48 Activity 3A P a g e | 49 3.2 – Advise
relevant people where there is poor performance and take necessary actions By the end of
of poor
-
performance. Addressing poor performance There are numerous examples of poor
performance that may be identified when monitoring and evaluating your employees. You
might be concerned about the prospect of confronting the employees and informing them
that they are not meeting expectations. However, the process should be relatively simple
and stress free if you address instances of poor performance at the earliest opportunity. You
should spend a little time considering the reasons for poor performance before addressing
the employee directly. It might be that they have been given insufficient resources or
guidance. There might also be systematic problems which are preventing the employee
from completing work to the expected standard. You are advised to gather as much
information as possible about the issue and focus on the work, rather than the employee’s
possible that you will feel a mixture of anger and disappointment upon identifying instances
of poor performance. However, you should let your emotions settle and attempt to view the
issue objectively before going to speak with the employee. You should go and speak about
the issue as soon as you are emotionally ready. This will mean that you prevent the problem
from escalating and minimise the need for serious disciplinary action. There should be a
sense of calm when addressing the reasons for poor performance. You don’t necessarily
need to ask the employee to come and discuss issues in your office. It might be better to
make a comment during a casual conversation during the worker’s lunch break. You should

18. ensure that other workers aren’t able to hear or interfere when delivering feedback about
poor performance. It is also important to refer to solid evidence and facts regarding the
impact of the employee’s behaviour and actions. The employee should be given the
opportunity to respond and explain the reasons for any actions which have had a negative
impact. P a g e | 50 You are advised against combining negative and positive feedback.
However, you may follow up criticisms of the employee’s performance with suggestions
regarding possible means of improvement. This should make the employee more receptive
and willing to alter their behaviour in accordance with your requests. You may also prompt
the employee to make independent suggestions about changes that could realistically be
implemented for improved outcomes. The employee should recap the issues that have
discussed and changes that have been agreed at the end of the meeting. Taking necessary
actions There are a variety of actions which might be deemed necessary depending upon
the nature of poor performance. You might identify the need for additional resources to
ensure the successful completion of set tasks. Alternatively, you may deem it necessary to
provide further training to ensure that the employee has the required skills and knowledge.
You should consider the suitability of different training options and make arrangements
-performing employee and decreasing the
the
contract of the underperforming employee. P a g e | 51 Activity 3B P a g e | 52 3.3 – Provide
on-the-job coaching when necessary to improve performance and to confirm excellence in
performance By the end of this chapter, the learner should be able to:
performance should be confirmed. Providing on-the-job coaching On-the-job coaching will
involve an experienced and knowledgeable staff member providing support and guidance
during the course of everyday operations. The less experienced employee will have the
benefit of learning how to perform assigned duties to the expected standard and being able
to call upon assistance when required. It should also be possible to identify any problems
and aspects of poor performance which can be addressed immediately. The employee
should become increasingly confident and motivated as they realise the benefits of good
work. There should be a shared sense of respect and rapport between the coach and the
employee who is being trained. The coach should engage in informal discussions and take
an interest in what the employee says. Humour may be used to ensure that the employee is
receptive and engaged during coaching sessions. Respect may be displayed in the following
Providing fair and reasonable feedback, without being overly critical or negative. Effective
suggestions for improved perfor
independence during the completion of tasks. Excellence in performance should be
confirmed when employees regularly and consistently exceed the performance targets

19. established while meeting the organisation’s performance standards. P a g e | 53 Activity 3C
P a g e | 54 3.4 – Document performance in accordance with the organisational performance
management system By the
of elements that should be included within documents relating to performance, referring to
their organisational style guide. Documenting performance It is likely that your
organisational policies will specify the need to document all changes relating to
performance. This could include improvement processes, staff selection, recruitment,
innovation, and the dev
Quality improvement information. It is important that you are aware of information
requirements. Your organisation may have set forms or templates which you are expected
to use. These will indicate which information or evidence is required (for a job interview
you may be required to list the questions you ask, a copy of the candidate’s CV, and a
checklist of skills/qualifications.) All documents should be stored properly when you have
submitted them. You should ensure that documents meet the required standard in case they
are needed in future. If there is an accident you may need to provide records to prove that
employees were fully trained according to the organisation’s standard. If you do not meet
requirements, then your organisation may face legal action. Documents need to be stored
using an appropriate method, such as a computer hard drive that is backed up, or a secure
paper filing system. Ensure you take relevant security measures including the use of
usernames and passwords. Using organisational templates and style-guides You should
refer to the correct business templates and style-guides when developing the policy
document. You may already have the previous policy in the correct style and formatting. In
this case you will just need to update the current version, being careful to check that this
still aligns with organisational style requirements. P a g e | 55 You will need to use the
correct business template or page format and follow the formatting requirements when
producing new documents. If your organisation does not have a style-guide document, then
you should clarify the requirements with the appropriate person. It is important to ensure
that this is produced accurately and professionally, in accordance with organisational
expectations. Inside a style-guide A style-guide will contain details on the correct file
formats and page sizes to use for creating work documents. It should also specify
appropriate use of the company logo and other necessary items such as title structures and
use of text. Presentation requirements will include placement of logos, textual alignment,
use of fonts, sizes of text, use of colour, and requirements for images and graphics. You may
also refer to preferred phrases and words to convey the corporate message/philosophy.
Choose the correct corporate fonts for: o headings o sub-headings o body-text o
acknowledgements/footnotes o etc. The finished document should be checked for spelling,
grammar, and content. Once finished this will need to be prepared for distribution. This may
– Conduct formal structured feedback sessions as necessary and in accordance with

20. organ
eight rules that should be followed when providing formal feedback on performance.
Conducting formal structured feedback sessions It has already been mentioned that you
should provide informal feedback on a regular basis. You will also be expected to organise
and conduct formal structured feedback sessions. It will be necessary to spend some time
planning these sessions and considering the aspects of performance that you want to
discuss. You may also provide the employees with information regarding the details that are
going to be addressed. Formal feedback sessions should be conducted in professional
environments and the employees should be assured of privacy. You should begin formal
feedback sessions by providing the employees with an agenda for discussion. You should
then refer to specific examples of positive performance. The employees should be given the
opportunity to respond; detailing aspects of work that went well and areas that could have
been improved. You should refer to workplace data regarding different aspects of
performance. It might be possible to draw upon comparisons with other team members and
refer to information provided during previous feedback sessions. You may confirm the
employee’s statements and give further suggestions for excellence in performance. It is
important for the employees to be aware of organisational expectations and standards that
should be met. You may create an action plan, detailing the next steps and objectives that
the employees should be striving towards. It is essential that you demonstrate respect and
positivity when providing formal feedback. You should remember to focus on aspects of the
employee’s work and not on their personalities. The employees should buy in to the
feedback process and be committed to the achievement of any goals that are set. You should
create a schedule and inform the employees of how their performance will be monitored
and evaluated. You will also need to arrange an appropriate time for a follow up session.
points that are made in
engagement and encourage the employees to seriously consider the effects of their
-up steps, and support
king the employees about the feedback sessions and aspects that
they think could be improved. P a g e | 58 Activity 3E P a g e | 59 4. Manage follow up 4.1.
Write and agree on performance improvement and development plans in accordance with
organisational policies 4.2. Seek assistance from human resources specialists, where
appropriate 4.3. Reinforce excellence in performance through recognition and continuous
feedback 4.4. Monitor and coach individuals with poor performance 4.5. Provide support
services where necessary 4.6. Counsel individuals who continue to perform below
expectations and implement the disciplinary process if necessary 4.7. Terminate staff in
accordance with legal and organisational requirements where serious misconduct occurs or
ongoing poor-performance continues P a g e | 60 4.1 – Write and agree on performance
improvement and development plans in accordance with organisational policies By the end
performa
included within performance improvement and development plans. Writing and agreeing

21. on performance improvement and development plans It is a common practice to write
performance improvement and development plans upon the identification of employees
who are underperforming. Such plans should clarify organisational expectations and
standards. They should be written in collaboration with the employees and include
mutually agreed objectives. They should also detail the types of support and resources
which employees can expect to receive. The following elements should be included in
Performance review da
important for the objectives and standards outlined in performance improvement and
development plans to be highly specific. The employees might be expected to convert a
minimum number of leads within an allocated period. Alternatively, they might be expected
to manufacture a specific number of products which meet organisational standards. You
should ensure that such objectives are written in clear and easily understandable terms. It
will also be necessary to detail the training and support which employees should receive.
There should be an opportunity to discuss performance objectives with the employees.
They may provide reasons for current levels of performance and details of any problems
that are preventing progression. It will be necessary to address such issues and ensure that
the performance objectives are based upon the SMART acronym. Necessary steps for the
achievement of organisational expectations should be broken down so that the employees
aren’t too daunted. The employees should also be aware of the consequences of failing to
meet expectations. They may face disciplinary action or the termination of contracts. It will
be necessary to include details of monitoring and evaluation methods. Employees should be
aware that their progress towards established objectives will be continually assessed. They
should be informed of scheduled meetings regarding performance. You should also clarify
the consequences for employees who fail to meet expectations. P a g e | 61 The performance
improvement and development plans should be approved by a manager or senior HR
representative prior to implementation. They should be viewed subjectively and the
performance objectives should be assessed to ensure that they are realistic. If the plans are
considered acceptable then they should be signed by the supervisor and employee. It will
also be necessary to establish a reasonable time-frame for the achievement of objectives
and follow-up review meetings. A period of between 30 and 90 days is usually specified in
performance improvement and development plans. There should be regular discussions
regarding progression and any issues that are encountered by the employees. It might be
necessary to modify the plans or allow more time for the achievement of objectives. P a g e |
62 Activity 4A P a g e | 63 4.2 – Seek assistance from human resources specialists, where
appropriate By the end of this c
assistance that may be provided by human resources specialists. Seeking assistance from
human resource specialists You should be aware that human resources specialists are able
to provide various types of assistance with regards to performance management. They
should be seen as a key link between managers, supervisors, and employees who may be
underperforming. It is likely that your organisation will have a specific human resources
department with staff who have developed good relationships and understanding of

22. employee requirements. You should know the details of human resources specialists and
most appropriate forms of contact. It is quite likely that employees will raise issues relating
to job satisfaction and problems that are being experienced with HR representatives. They
may provide details of concerns and problems which are preventing the achievement of
organisational objectives. It will be necessary for supervisors and managers to organise
meetings with HR representatives for the discussion of such issues. The HR staff should be
encouraged to suggest changes for improved workplace outcomes. Human resources
g e | 64 Activity 4B P a g e | 65 4.3 – Reinforce excellence in performance through
recognition and continuous feedback By the end of this chapter, the learner should be able
that should be followed when giving constructive feedback. Reinforcing excellence in
performance It has already been mentioned that excellence in performance means regularly
and consistently exceeding the performance targets established while meeting the
organisation’s performance standards. You can ensure that such excellence is maintained by
providing employees with recognition and continuous feedback. Employees will feel more
motivated and committed to meeting organisational objectives if they feel that their
contributions are valued. This may lead to improved productivity and desirable outcomes
for the organisation. Recognition There are numerous ways of recognising the positive work
of employees. You may say a simple thank you or go out of your way to meet with an
employee and state your satisfaction at the end of the working day. It is important to be
specific and highlight the positive effect that employee contributions have had. You should
ensure that recognition is given as soon as possible and that your statements are sincere.
You are advised to reflect upon the association between the employee’s work and the
achievement of recognised organisational objectives. It is also important to ensure that
employees are recognised and rewarded consistently. Employee contributions may be
eam outings and activity days. P a g e | 66
Continuous feedback The provision of continuous feedback should also have a positive
effect on employee motivation and engagement. You should provide a mixture of positive
and constructive feedback as appropriate. Employees should recognise the importance and
benefits of maintaining good standards of performance. Confirming and corrective feedback
Corrective feedback should be given as a means of highlighting the need for change and
correcting behaviours for improved performance. Employees may be given examples of the
expected behaviour and informed of the results that they are expected to achieve. You
should ensure that the appropriate form of feedback is given and that employees are aware
of your expectations. Corrective feedback should be accurate and honest. However, you
should consider the personal feelings of the employee that you are addressing. There is
likely to be some variation in the amount of detail that is included in feedback for your

23. employees. There will be a risk of demotivating and decreasing the commitment to your
organisation if employees are heavily criticised. You are advised to focus on the aspects of
behaviour that are most important and relevant to the achievement of your organisational
goals. Constructive feedback You might feel concerned and angry about the negative
performance of your employees. You may even suspect that they are ignoring the training
and guidance that has been provided. However, you should keep your emotions in check
and not be overly critical. It is important to address aspects of the employee’s behaviour,
rather than their personality or beliefs. Constructive feedback should be given in a positive
and assertive manner. It should be provided at the most appropriate time, as soon as
possible after witnessing the employee’s actions. You will need to address any issues and
problems in a way that your employees can understand. You should give the employee an
opportunity to reflect on your feedback and come up with their own plans for improvement.
These plans may be reviewed in collaboration to ensure mutual agreement. These steps
and find a suitable place to
-confrontational and easily
up with a practical and effective solution. You should arrange a follow-up session for the
purpose of discussing any changes that have been implemented. Ensure that a good level of
progress is being made and that the employee is happy with the change process. Take
account of their comments and be prepared to make further changes if required. P a g e | 67
You are advised to use the SBI model when providing feedback about the behaviour and
performance of your colleagues. This will focus on the situation, behaviour and impact that
you believe is of some concern. You should refer to the location and timing of the behaviour.
It will then be necessary to specify the behaviours that you have observed. You shouldn’t
make assumptions or make negative comments without good reason. However, you will
need to ensure that the employee is aware of the impact that their behaviour has had. You
are advised to use “I statements” to highlight the effect on employees and the wider
organisation. P a g e | 68 Activity 4C P a g e | 69 4.4 – Monitor and coach individuals with
poor performance 4.5 – Provide support services where necessary By the end of this
-on-
means of support which may be arranged for underperforming employees. Monitoring
performance You should be aware of the need to monitor and evaluate the performance of
employees against organisational objectives. The work of your employees should be
regularly assessed and compared with performance criteria. You may refer to different
types of feedback and consider changes in workplace data associated with key aspects of
performance. You should have a continuous process for the monitoring of employee
performance. It will be necessary for the supervisor or manager to maintain regular contact
with the team members and carry out routine inspections of the workplace environment.
The employee’s behaviour and general demeanour should be taken into consideration.
Some may appear stressed and fatigued. Others may appear happy and fully engaged.
Regular tours should be conducted to ensure that suitable standards of efficiency and

24. service are being maintained. Employees should be aware that their work is being
monitored on an ongoing basis. It will be necessary to undertake a variety of formal and
informal discussions regarding employee progress towards organisational objectives.
Workplace issues should be discussed and the workers should be asked whether they
recommend any changes. Feedback should be provided regarding the performance of the
employees. They should be informed of work that is proving effective and areas that could
be improved. It is also important to consider which data should be gathered and collated for
review. You may refer to numerical data, as well as customer comments, and complaints.
You might also use key performance indicators relating to the most important aspects of
Automated recording systems – This type of monitoring involves the use of equipment and
machines which record employee data. Examples include computers that count the number
of words entered over specific periods of time and telecommunications devices which
record – This type of
monitoring relies upon the team leader and employees to maintain records of the work that
has been completed. Such data might be recorded in paper based format or via computer
– It might be possible to collect samples of the work that is produced
and carry out assessments in order to gauge the general quality. Such samples may be
al
monitoring – Supervisors and senior managers may take the opportunity to watch
employees complete set tasks. They should be able to gauge the levels of productivity, spot
recording – Some companies use recording equipment to monitor workplace behaviour and
discussions. Customer service calls and retail store performance may be monitored in such
ways Addressing performance issues The first step should be to identify the reasons for
under-performance. Have the employees generally performed to the required level and only
recently failed to meet standards? Perhaps they have had personal issues with health or
family. Alternatively, they may have been under-performing, because you have failed to
provide them with the necessary resources and support. It would be sensible to coordinate
a confidential meeting for the discussion of problems. If a department is under-performing,
then you may decide to speak to the department manager or the entire group. If you feel
that the issue is based on motivation, then you should ensure that employees have
opportunities for improvement. Simply criticising the individuals or groups in question is
unlikely to cause any great upturn in performance. However, you may agree upon a new set
of short-term objectives, or KPIs, which will be monitored and reviewed at a later date. It is
important to keep records of your discussions, and agreed changes. If you decide that
motivation is not a concern and that the employees have not been provided with the skills
and knowledge required to perform their roles effectively, then coaching and training
should be considered. Coaching individuals Coaching is a proven means of supporting and
assisting underperforming individuals. The coaches are able to observe and evaluate the
work carried out by specific employees. They should have the professional skills and
knowledge to identify problems and recommend changes for improved work. The
employees should feel comfortable asking questions and confident in the guidance that is

25. provided by coaches. The coaches may develop workplace activities and then carry out
observations to ensure that employees are fulfilling expectations. They should demonstrate
the ability to use appropriate language and maintain a sense of respect when giving
instructions and guidance. P a g e | 71 One-on-one coaching sessions One-on-one coaching
sessions can be carefully tailored to the individual’s requirements meaning unnecessary
content and repetition can be avoided, thus reducing the amount of time needed for the
clarify points they don’t understand with the benefit of an experienced trainer or coach by
Specific, constructive feedback can be received about their progress which both
builds their self-
the real work environment with the learner practising and using live equipment and
materials – this makes it very easy to transfer the learning from the training environment to
staff member
within the organisation, they will not be able to perform their normal duties while taking
one-on-
support services There are various means of support which may be provided to
underperforming individuals. Managers should take responsibility for outlining potential
ways of improving performance and ensuring the availability of necessary resources. It
might be deemed necessary to arrange training or one-on-one mentoring for the
encouragement of good performance. You may also carry out more regular reviews and
hold discussions with employees whose performance is of some concern. There may be the
opportunity for the creation of an Enhanced Development Plan which highlights the
forward steps that employees are expected to take and support that will be provided. P a g e
| 72 Activity 4D P a g e | 73 4.6 – Counsel individuals who continue to perform below
expectations and implement the disciplinary process if necessary By the end of this chapter,
employee’s performance doesn’t improve after being given a final written warning.
Counselling individuals You might consider it necessary to counsel individuals who
continue to perform below expectations despite feedback and the creation of development
plans. The counselling sessions may take the form of private discussions where the reasons
for underperformance are addressed. You should ensure that such sessions are conducted
in a calm and controlled manner so that the employees feel free to talk about any problems
that are affecting their work. They should be assured that such discussions will be carried
out in private and any details will remain confidential. These counselling skills should be
Maintaining concentration and listen
Establishing rapport and showing respect. You may take the opportunity to specify the
consequences of continued underperformance and ensure employee understanding during
the counselling sessions. You might also create an action plan for improvement in
collaboration with the employee. The employee should be told when disciplinary action will

26. be taken if their performance doesn’t improve in accordance with expectations. Personal
counselling will be more appropriate for those employees who are underperforming for
reasons such as stress, depression, and workplace bullying. It might even be necessary to
call in a professional counsellor who is able to view such issues subjectively and make
appropriate recommendations for improvement. P a g e | 74 Implementing disciplinary
procedures If employees don’t respond positively to counselling and fail to make the
expected levels of improvement, then disciplinary action might be considered necessary.
You should be able to refer to records of discussions that have been held and changes that
have been agreed but not implemented by the employee. It will also be necessary to contact
the legal counsel or HR representative to ensure that you are following appropriate
disciplinary stages. You should ensure that any actions are taken in accordance with
legislation and organisational guidelines. The nature of disciplinary action will depend to
some extent upon the level of misconduct or underperformance of the employee. You may
begin by warning the employee and specifying what will happen if they don’t act in
accordance with expectations. Such warnings should be given in writing and be easily
understandable. You should be prepared to provide clarification when necessary. It will be
necessary to specify the reason for the warning and inform the employee of necessary
changes. If the employee’s performance or behaviour doesn’t improve then you may issue a
final written warning. There are a few options which may be considered if the employee
doesn’t respond positively to the final written warning. You might consider it necessary to
terminate their contract. There may also be the option of demoting the employee or moving
them into another department. However, you will need to keep on monitoring their
behaviour and actions. P a g e | 75 Activity 4E P a g e | 76 4.7 – Terminate staff in accordance
with legal and organisational requirements where serious misconduct occurs or ongoing
poor-
Identify five examples of serious misconduct as specified by the Fair Work Regulations of
nating staff Procedures for the
termination of contracts should be followed in the event or serious misconduct or ongoing
performance issues. The termination process will involve the cessation of the contract of
employment between an employer and an employee, at the initiative of the employer within
relevant industrial agreements. You should ensure that employees have been given
reasonable opportunities to respond positively to any disciplinary actions. They should also
have been allowed to present their case and provide reasons for underperformance. It is
common practice to give employees three warnings before informing them that their
contracts will be terminated. However, you may take more immediate action in instances of
serious misconduct. The Fair Work Regulations of 2009 give the following examples of
imminent risk to the health
employee, in the course of the employee’s employment, engaging in: o theft; o fraud; or o
out a lawful and reasonable instruction that is consistent with the employee’s contract of

27. employment. Your organisation is likely to have a policy relating to the amount of notice
that employees should be given prior to the termination of contracts. This notice period
may be decided in accordance with the length of time that employees have been working for
the organisation. However, you may also have the option of giving employees payment to
cover the period of notice so…