Manage Performance: Arranging Role-play, Reviewing Performance Scorecard, Planning Coaching Session, Preparing Appraisal Documentation

This article provides guidance on managing employee performance, including arranging a role-play, reviewing performance scorecards, planning coaching sessions, and preparing appraisal documentation. It includes a case study of an underperforming employee and offers suggestions for improvement.

Running head: MANAGE PERFORMANCE
Assessment 3: Manage performance
Name of Student
Name of University
Author Note

1
MANAGE PERFORMANCE
Table of Contents
3. Arranging with the assessor.....................................................................................2
a. Time and place of the role-play.............................................................................2
4. Reviewing employee performance scorecard..........................................................2
5. Planning a coaching session....................................................................................2
6. Preparing performance appraisal documentation for the employee........................4

2
MANAGE PERFORMANCE
3. Arranging with the assessor
a. Time and place of the role-play
The time and place of the role-play can be done within the premises of the
company. This need to include the managers of every department so that they can
act in accordance with the company and ensure that the welfare of the company and
the employees are discussed. The training manager needs to be involved so that the
coaching and performance appraisal session can be set up as per the time of the
manager. The coaching and performance appraisal session need to address the
weakness of the employees and ensure that the performance appraisal of the
employees is done in a proper manner.
4. Reviewing employee performance scorecard
The performance of Kim Smith is based on the initial six months performance
of the employee. It has been seen that the sales target of Kim has been kept at low
rate suggesting that Kim as underperformed in the organisation. However, the
customer relationship management of the employee is rated high and Kim is said to
form a good rapport with the customers. The communication ability of Kim is such
that employees as well as customers response to Kim in a proper and respectable
manner. At the same time, the unserious attitude of Kim makes the customers turn
off after the initial attraction.
This results in the low sales performance of Kim. Kim has also failed to
master the art of point-of-sale. The result shows that her internal process efficacy
averages about 5 minutes. Kim has also failed to attain proper training and because
of this, he has failed to earn the basic knowledge required for success in the market.
The employee is of the view that casual experience can help her learn the
necessities thereby; the overall record of Kim can be considered as poor and she
has been a regular underperformer for the organisation.
5. Planning a coaching session
Coaching phase Notes/questions/planning
Goal and The plan for the development of Wollongong store

3
MANAGE PERFORMANCE
performance
expectations
need to be aligned with the goal of the organisation
and performance of the employees.
Reality of actual
performance
The actual performance can be measured by
identifying the production of the organisation. This can
be done comparing the performance of the previous
years. The coaching session can include benchmarks
from other organisations or of other years
Opportunities to
develop
Training can be developed that highlights the key
aspects of the organisation. The development
opportunities can be provided during the coaching
session by providing the employees with the
knowledge about gaining promotion in the
organisations
Willingness to
develop and
commitment
Employees need to be motivated so that they undergo
development process. The coaching session can
provide an analysis of the potential areas that can be
achieved in the organisation and the loyalty of the
employees can be maintained by providing them with
monetary and non-monetary benefits

4
MANAGE PERFORMANCE
6. Preparing performance appraisal documentation for the employee
Name and position: Kim (Customer Service Representative)
Manager: Review period: 6 months
Refere
nce
from
operati
onal
plan
Key
result
area
Indicato
r of
success
/
perform
ance
Status report/results
Kim
works
as a
Custom
er
Service
Repres
entative
but has
been
unable
to gain
succes
s in the
busines
s
Custo
mer
satisfa
ction
Underac
hieve
The status of Kim is that she has
been underachieving in the sales
department as within 6 months she
needed to attain a sale of about
$10,000
Achievements: Have been
able to attract customers
due to her friendliness
Good communication skill
Areas of opportunity: Promotion
to sales executive
Next performance review period: 6 months later

5
MANAGE PERFORMANCE
Manager’s comments:
Have not been able to provide the best performance despite being
involved with the company for more than 6 months
Signature: Date:
Staff member’s comments:
Provides excellent support to the peers and have the ability to
communicate well with others
Signature: Date: