Employee Performance Plan

This document provides information on employee performance plan, coaching and monitoring, legal context of poor performance, and seeking advice. It includes templates and guidelines for improving employee performance.

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Employee Performance Plan

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Table of Contents
Assessment 1...................................................................................................................................3
Employee Work Plan...................................................................................................................3
Risk Management Plan Template................................................................................................5
Assessment 3...................................................................................................................................8
Coaching Plan Template..............................................................................................................8
Performance Development plan template....................................................................................8
Assessment 4.................................................................................................................................11
1. Monitoring and Coaching...................................................................................................11
2. The legal context of poor performance...............................................................................11
3. Seeking advice....................................................................................................................13
4. Counselling and Support.....................................................................................................13
5. Dismissal.............................................................................................................................14
Reference List................................................................................................................................15

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Assessment 1
Employee Work Plan
KRA Activities/goals Measurement/KPIs Accountability/Dependencies
Financial Drive sales and help in
generating revenue
growth in alignment with
the financial goals
 The performance of
the employees will
be assessed by
contributing to the
improvement of the
financial capacity
of the company.
 The number of
customers making
repeat purchases
The accountability will be on
the Wollongong Store
Manager and the Customer
Service Representative.
Internal Process The activities will be to
manage the security-
related process within the
Wollongong store, review
the HR processes of the
store, overview the safety
and maintenance of the
store, and managing the
merchandise-related
process
 Fostering safety
and security within
the store by no
reported cases of
shoplifting, cash
theft.
 Protection of
customer
information and
safeguarding the
confidential
employee files and
data
 Attract customers
with good customer
service and
The accountability will be on
the Store Manager, HR
Manager managing the
recruitment in the store, and
the Customer Relationship
Manager and Executive

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providing the
services according
to their needs.
Customer Focus The customers will be the
prime focus of the store
thereby keeping them
satisfied will be
important. The focus will
also be to maintain good
relationships with them
by providing them with
unique store experience.
The customers will be
provided with expert
advice on hardware and
homewares products,
process sales and refer
sales to checkout staff.
 The ability to
attract customers by
maintaining a good
rapport with them
 Up-sell and Cross-
sell techniques to
meet customer
needs
 Number of orders
processed within a
week and then
within a month will
be assessed
The Store Manager and the
Customer Service
Representative
Development The development of the
store and the employees
will depend upon the
efforts given to achieve it.
The employee
performance will improve
with regular customer
acquisition and
generating revenues.
 The revenue
generated by the
employee within a
month and the
quarter
 The number of
products sold
within a day
 The number of
appraisals received
by the employee
Customer Service
Representative
Signature:
Date:

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Risk Management Plan Template
Risk Risk
Likelihood
Risk impact Controls Monitoring Timelines Responsible
Difficulty in
sourcing
trained
employees
Medium High Advertise in
newspapers
and job sites.
Train the
existing staff.
Promoting the
training and
development
opportunities.
Regular
investigation
of competitor
wages
Monthly or
quarterly
HR Manager
and Store
Manager
Wastage of
products and
poor
inventory
management
Medium High Regular
communication
with the
suppliers.
Monitoring the
processes of
using the ERM
systems
Daily
monitoring
will help to
keep a track
of the
inventory.
Daily
Monitoring
Store
Manager and
General
Operations
Manager
Poor product
quality from
suppliers
Low Medium Conducting
regular audits
and continuous
track of goods
received from
suppliers
Conducting
audits of
suppliers.
Collecting
feedback
from
customers
regarding
products
Monthly Store
Manager and
Customer
Relations
Executives
Risk caused
to the
environment
due to
Low Medium to
High
The staff of the
store will be
made aware of
the sustainable
Regular
audits will be
conducted on
the supplier
A monthly
audit will be
conducted
Store
Manager,
General
Operations

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operations of
the
Wollongong
store and its
employees
practices that
will contribute
to the
betterment if
the
environment.
environmenta
l
responsibility.
Conducting
regular audits
on the
performance
of employees
to check
whether
working
according to
the practices.
Manager
Poor
Performance
of existing
employees
Moderate Medium to
High
The areas of
poor
performance
will be
assessed and
the accordingly
training
sessions will
be provided to
improve their
performance.
Continuous
monitoring of
performance,
creating a
checklist to
assess their
performance,
and providing
feedback at
the end of
training
sessions to
make them
understand
their areas of
non-
performance.
Provide
rewards to
good
performing
Weekly,
Monthly
HR Manager,
Store General
Manager,
Trainer

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employees.

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Assessment 3
Coaching Plan Template
Coaching Phase Notes/questions/planning
Goal and performance
expectations
The employee will be discussing the matters over a period of 12 months in a
meeting. On receiving the written performance evaluation report, the
employee will be requesting a follow-up meeting with its evaluator. The
meeting will be conducted within 14 days of the request.
Reality of actual
performance
The performance will be defined clearly if there is a decline in the
performance. There must be performance standards to measure the
performance of employees. Employees may deviate from their work but
they must work according to the standards set by the company.
Opportunities to develop After conducting the performance appraisal, the manager will require to
assess the performance of employees and accordingly the specific
development goals will be determined for the poor performing employees.
The plans will be discussed by the manager for each individual staff
member in order to achieve the goals.
Willingness to develop and
commitment
For the employees currently not performing as per expectations, a
Performance Improvement Plan will be implemented for them. By this, the
manager will be able to develop the skills and knowledge of employees.
This will allow the organization to improve the performance of the
employees thereby contributing to the organizational effectiveness.
Performance Development plan template

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Name and Position:
Manager: Review Period:
Reference from
operational plan
Key result area Indicator of
success/performance
Status report/results
The target should be set in a
different manner
Sales and marketing of the
products
The performance indicator
will be the current
performance of the
employee which is less than
the target performance
If the employee achieves
less than the target set, it
will be unsatisfactory
Training of employee To train the employees The performance will be
measured on the basis of
the mistakes committed and
achievements made
The current status is
increase in productivity and
performance of employee.
The employee may start to
give good performance
Development of employee Skill and knowledge
development of employee
thereby improving their
performance in the
company
Achievement of targets
within the time stipulated
Achievement of the desired
target on or before time
Improving the motivation
and attitude of the
employee
Helps in developing
confidence among
employee
Active and voluntary
participation of employees
into the activities and tasks
Active contribution their
personal and organizational
development
Achievements:
Next performance review period:
Manager’s comments:
Signature: Date:
Staff Member’s comments:

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Signature: Date:

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Assessment 4
1. Monitoring and Coaching
a. As the Hardware and Homewares Manager at the Australian Hardware Wollongong
Store, it is important to identify effective ways to reward employee excellence. As
employees work for personal growth and achievement of the organizational goal, it is
required by the organization to value their efforts and accordingly motivate them with
rewards and recognition in order to retain them. As identified by Bhuvanaiah and Raya
(2015), monetary benefits have proved to be the effective way of remunerating high
achieving employees. Looking at the value they bring to the company, and the impact of
their performance within their team on department, compensation can be provided as an
effective reinforcement. Apart from monetary benefits, recognizing the performance of
employees by writing a letter of recommendation, publicly appreciating their
performance, and providing meaningful perquisites such as flexibility at work, short trips
with family, team lunch and awards. As suggested by Menges, et. al. (2017), a motivated
employee will intend to take up new challenges and projects in order to perform better.
The company must try to develop mentoring, skill training and coaching sessions to
accelerate the performance of employees. Examples to recognize employee performance
are giving a salary rise and promoting an employee to a new position.
b. As opined by Noe, et. al. (2017), Performance management is an important task of every
manager which requires them to deal with good as well as poor performance. Even when
this is one of the less desirable responsibilities, managers are required to assess the poor
performance of employees which can be improved by mentoring and coaching sessions.
The mentoring sessions can start with addressing the poor performance when employees
deviate from their expected behavior. In order to apply the procedures to monitor and
coach employees, the first step would be to identify the area of poor performance, then
assist them in improving the performance, provide them with feedback for their
performance and monitor their current performance till the time they improve.
2. The legal context of poor performance

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a. The three relevant pieces of legislation applicable to the performance management in
Australian Hardware are- Equal Employment Opportunity, privacy and anti-
discrimination.
For equal employment opportunity, Australian Hardware will follow the procedure of
first listening to any complaint and treat the complaint confidentiality. There will be a
prompt response given to breach of Equal Employment Opportunities Policy (EEO
policies) (Australian Hardware, 2019).
The Australian Hardware employees are expected to follow the National Policy
Principles as set out in the Privacy Act 1988 (Australian Government, 2019). The
procedure will be to maintain privacy of the personal information collected and may only
be used for legitimate purposes. The misuse, loss and authorization of data will require
reasonable steps to be followed. A policy document will be maintained in order to foster
secure information handling practices. This will not allow individual access to data on
sensitive information. Any such misuse of data may attract cases of misconduct, criminal
intentions, fraud, and dismissal procedures.
The purpose of the Anti-discrimination policies is to ensure that the employees,
customers and people associated with Australian Hardware are fairly handled and
transactions are managed in accordance with the organizational and legal requirements.
The policy aims at not discrimination people on the basis of their age, gender, sex, caste,
relationship status, political beliefs, impairment, religious belief and gender identity. The
Anti-Discrimination Act 1977 is the relevant policy applied in Australian Hardware
which is required to be followed by the employees and contractors of the company
(Australian Human Rights Commission, 2019). The company also provides reasonable
adjustments for with people with disability.
b. For equal employment opportunity, Australian Hardware provides its employees with
equal opportunities to improve their performance and make efforts to keep a steady
performance. The requirement relevant to anti-discrimination in Australian Hardware is
to ensure that any employee within the workplace will not be discriminated on the basis

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of their skin color, gender, physical ability and age. In order to manage privacy within the
organization, the performance management process will be carried on safely and
properly. All the records will be maintained and used properly.
3. Seeking advice
a. In order to seek advice any position for an internal source that can approached for HR or
performance management advice, the HR Manager can be considered. As mentioned in
the case study, the employee seems to fail in performing and not taking in considerable
steps to improve it. Since even after mentoring and coaching the employee has failed to
perform, the Hardware and Homewares Manager of the Wollongong store can seek
advice from the HR manager. HR managers are aware of the performance of majority of
employees by conducting continuous performance assessments and therefore they would
be able to advice on the past and current performance of poor performing employees
(Siengthai and Pila-Ngarm, 2016). The HR manager will be able to identify the source of
interference for the performance by looking at the priorities, duties of the employee,
physical environment, availability of resources and relationships with other employees.
b. In order to seek advice from an external source, the Hardware and Homewares Manager
of the Wollongong store can approach the Organizational Trainers or Corporate Trainers.
Employees are often motivated with certain training sessions and workshops as they get
to learn something new with regards to their work. Companies with an intention to
improve the performance of poor performing employees hire Corporate Trainers to make
them understand the importance of a good performance and developing their knowledge
and skills. By this, the trainers will ensure that the workforce will be meeting the current
and future business objectives. With good observational skills and interpersonal skills,
the trainer will be able to assess the performance of poor performers, assessing their
progress and accordingly make necessary changes.
4. Counselling and Support
a. As suggested by Lourenço, et. al. 2018, poor performance of employees becomes one of
the important reasons for terminating them. Therefore, proper consideration is to be given
before counseling the employee in accordance with organizational policy and relevant
legislation for disciplinary meetings. The employer must try to investigate the factors for

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poor performance of employees by gathering objective evidence. For instance, the
manager will try to gather the reasons for employee being late to the meetings, and
attitude and behavior during the meeting.
The employees will be informed about the meetings to be conducted as under the current
laws of Australia, an employee cannot unreasonably skip a disciplinary meeting and shall
be notified to the employee.
However, the employee can face allegations if continuous poor performance is identified
by the managers. The allegations are required to be specific in order to make them
understand and improve for the future. Even after giving a poor performance, the
employee will be allowed to present their side of the story and explain the reasons for
their non-performance. The available options are also require to be considered and
accordingly the outcome of the disciplinary process will be notified to the employee. If
their performance can be improved, considerations will be made and future performance
will be monitored.
b. Legislation- The National Employment Standards (NES) can be relevant legislation for
the given scenario. The employee can be terminated on poor performance.
c. Award- The award will be given according to the regular basis.
d. Support Services- A new department for training the poor performing employees will be
opened to help them achieve the organizational objectives.
5. Dismissal
a. As per the case study, the termination of the employee is dependent on her performance
from last 6 months. Firstly, the employee will be given a notice period of 10 days prior to
termination. If the employee performs well in the 10 days, the termination can be
considered or withdrawn.
b. Unlawful dismissal occurs when an organization terminates an employee with a
reasonable justification or sudden termination especially due to poor performance and
misconduct. But as seen in the case study, Kim has been consistently showing poor
performance, therefore, the company can terminate her.

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Reference List
Australian Government, 2019. National Privacy Principles. [online]. Available at:
<https://www.oaic.gov.au/privacy-law/privacy-archive/privacy-resources-archive/national-
privacy-principles> [Accessed 3 June 2019]
Australian Hardware, 2019. Wollongong General Operations Manual. [online]. Available at:
<http://australianhardware.simulations.australiantrainingproducts.com.au/
australianhardware.simulations.learn.com.au/wollongong-general-operations-manual.html>
[Accessed 3 June 2019]
Australian Human Rights Commission, 2019. A quick guide to Australian discrimination laws.
[online]. Available at: <https://www.humanrights.gov.au/our-work/employers/quick-guide-
australian-discrimination-laws> [Accessed 3 June 2019]
Bhuvanaiah, T. and Raya, R.P., 2015. Mechanism of improved performance: Intrinsic motivation
and employee engagement. SCMS Journal of Indian Management, 12(4), p.92.
Lourenço, S.M., Greenberg, J.O., Littlefield, M., Bates, D.W. and Narayanan, V.G., 2018. The
performance effect of feedback in a context of negative incentives: Evidence from a field
experiment. Management Accounting Research, 40, pp.1-14.
Menges, J.I., Tussing, D.V., Wihler, A. and Grant, A.M., 2017. When job performance is all
relative: how family motivation energizes effort and compensates for intrinsic
motivation. Academy of Management Journal, 60(2), pp.695-719.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. 4th ed. New York, NY: McGraw-Hill Education.
Siengthai, S. and Pila-Ngarm, P., 2016, August. The interaction effect of job redesign and job
satisfaction on employee performance. In Evidence-based HRM: a Global Forum for Empirical
Scholarship (Vol. 4, No. 2, pp. 162-180). Emerald Group Publishing Limited.