Manage People Performance

Running head: MANAGE PEOPLE PERFORMANCE
Manage People Performance
[A Fictitious Company (ABC)]
Name of the student:
Name of the university:
Author note:

1MANAGE PEOPLE PERFORMANCE
Table of Contents
Section A: Skills Activity...........................................................................................................2
Q1. One-on-one coaching with an employee.........................................................................2
Q2. A performance improvement plan for an employee........................................................3
Q3. A risk analysis.................................................................................................................3
Section B: Knowledge Activity.................................................................................................4
Section C: Performance Activity...............................................................................................9
Q1. Work requirements, performance standards and agreed performance indicators for a
specific group of employees...................................................................................................9
Q2: Monitor, evaluate and provide feedback based upon employee performance and
established work plans.........................................................................................................12
References................................................................................................................................15

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Section A: Skills Activity
Q1. One-on-one coaching with an employee
Anand Sanwal, the CEO and founder of ‘ABC’, a company that provides predictive
intelligence on the health of private companies, admits that he wasn’t always good at running
one-on-one meetings with his team members. “I made a series of bad assumptions,” says
Anand, who has standing one-on-one meetings with his team members every two weeks
(Harvard Business Review, 2020).
“I used to open with a generic, ‘How’s it going?’ But often the answers were terse and
not very substantive.” Anand realized that he needed to get more from these meetings — both
for his sake and the sake of his six direct reports. So now before each one-on-one, Anand
inserts a series of questions into the meeting calendar invites (Harvard Business Review,
2020).
Recently, he had a one-on-one with one of his star performers — we’ll call him Sam.
“He is a rock star,” says Anand. “We throw a lot at him and everything he does, he does
well.” After Anand and Sam had discussed tactical issues, Anand turned to the questions. He
asked Sam, “What’s your favorite part about what you do?” (Harvard Business Review,
2020)
Based on that one-on-one, Anand realized that he needed to do a better job defining
Sam’s role. “We didn’t get that done in the 45-minute meeting, but it started a conversation
about how to get stuff off of his plate, whether we need to hire other people, or whether we
need to stop doing certain things,” he says. “It was a good talk and something actionable
came out of it (Harvard Business Review, 2020).”

3MANAGE PEOPLE PERFORMANCE
Q2. A performance improvement plan for an employee
Fig 1: Performance Improvement Plan
(Source: Simplicable, 2020)
Q3. A risk analysis