Performance Management and Improvement Plan for Swann Automotive

This assessment focuses on developing a performance management and improvement plan for underperforming team members of Swann Automotive. It includes tasks such as providing informal feedback and coaching, developing work plans, conducting risk analysis, and developing a performance management training program.

AUR50116 Diploma of Automotive
Management
BSBLDR522 - Manage People Performance
Practical Assessment
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answered Satisfactory (S) or Not Satisfactory (NS). The assessment result must be
either Competent (C) or Not Yet Competent (NYC). Please note if the assessment
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Case Study 1
You are currently working as a Manager for Swann Automotive providing premier automotive services
in Adelaide.
You have reviewed the results from the recently conducted quarterly customer satisfaction survey. The
findings highlight some issues about the performance of two employees of Automotive, Peter Smith and
John Ward.
Peter Smith
Peter, a newly recruited team member, has received some great feedback from customers regarding her

skills and knowledge as an auto mechanic. Most customers have provided him with a rating of
‘excellent’ as an auto mechanic as they are well on the way to meeting or exceeding their goals. This
means Peter is on track to exceeding his key performance indicator of an ‘excellent’ customer
satisfactory rating of 60% by the end of the year (in three months’ time).
A couple of customers were not satisfied with his services and as a result, he is not meeting the
requirements of the Customer Service Standard Policy. By the end of the year, Peter must demonstrate
the ability to meet each of the requirements of Customer Service Standard Policy.
You feel that Peter is an extremely skilled and enthusiastic auto mechanic but needs to understand
approach of Swann Automotive being customer-centred, which involves making sure the customers are
the one who makes the decisions about their needs and plan, and in making any adjustments to goals.
John Ward
John has always been popular with customers. He works mainly on vehicle service. The latest survey’s
findings reveal that many of his customers rated John as a ‘good’ mechanic, none considered him to be
‘excellent’ and a few rated him as ‘satisfactory’. One of John’s key performance indicators is to achieve,
by the end of the year, an ‘excellent’ customer rating of 90 per cent. The indicator was not unrealistic as
John has received ratings in the high 80s for the past two years. Previous survey results and the current
results indicate John will not be able to meet the standard.
Some responses indicate that John has not been very enthusiastic. In line with the requirements of the
Swann Automotive Performance Management Policy and Procedure, you take steps to manage
underperformance. You initiate performance improvement coaching by checking in with Peter and John
and to provide feedback via email before meeting with them to plan for improvement. This gives each
team member with an opportunity to carefully consider the feedback to identify ways to
address concerns, and how you can support them in this.
Task 1
Provide
informal
feedback and
coaching to
two
underperform
ing team
members of

Swann
Automotive
Monica Lange
and John
Ward.
It is identified
that there are
two people in
the Swann
Automotive
who are under
performing
team members
in an
organization.
Now company
is targeted to
improve the
performances
of employees
so that they can
perform better
and achieve the
standards
according to
the KPI's. It is
identified that
Swann
Automotive is
providing
informal
feedback and
coaching to the
two under
performing
team members.
There is a
informal
feedback in the
coaching in
which team
members get
feedback about
their

performances
so that they are
able to know
their faults and
they can take
right steps
accordingly.
Peter Smith:
You are the
great person as
you have
possess all
important skills
as well as
enthusiasm.
But you need
to work on the
approach of
customer
center. That
means it is
necessary for
you to improve
their approach
as Swaan
Automotive is
more focused
on customers.
John Ward:
As per your
performances, I
found that you
are lacking in
enthusiasms
which needs to
be improve.
Firstly you
should analyse
your
performances
and the take
necessary
course of
actions. You

also need to
work on
customer
centric
approach as it
is found that
you are best
but still you
have to
improve it.
Feedback: S NS
Case Study 2
Both Peter and John have taken time to consider the feedback provided relating to their performance
concerns and coaching you initiated. You believe they each have identified suitable actions and
development options to improve their performance.
You have scheduled sessions with Peter and with John to continue your performance coaching
by discussing the concerns and developing in collaboration with team members objectives and strategies
to improve performance.
Task 2
Develop a
performance
improvement
plan for the
underperform
ing team
members of
Swann
Automotive
Monica Lange

and John
Ward.
Performance
management
tool is the most
important tools
in which an
organization
needs to plan
for the
improvement
and
development of
performances
of employees
(Spina and
et.al., 2021).
For the
development
and
enhancement
of
performances,
there is a plan
which is
mentioned
below:
 Identifi
cation
of
behavio
r/perfor
mance
which
needs
to
improv
e by
organiz
ation
 Outlini
ng of
expecte
d

standar
ds
 Identifi
cation
of
training
and
support
that
helps to
improv
e the
perform
ances
 Schedul
ing of
checks-
in and
points
of
reviews
 The last
sign
and
acknow
ledge
each
candida
tes
Feedback: S NS
Case Study 3
It has been four weeks since the Improvement Plans for both Peter and John were
implemented. You are to implement the next stage of performance coaching – monitoring
achievement.
You have scheduled a monitoring session with each team member to discuss their performance
against the objectives of the plan and to determine what should happen next. You have asked

Peter and John to reflect on and assess their performance. You have also asked them to
consider, should they not be on track to achieve their performance objectives, what adjustments
to the plan may be required.
Regular check-ins with Peter and feedback from members of staff and customers indicate that
Peter has really improved his skills in working with customers. You are extremely pleased with
Peter’s commitment and achievement and will provide that feedback to her during the
meeting.
You are aware that John has not been well, but your observations and feedback from others
have identified that he has been improving. You plan to acknowledge John’s effort during the
meeting.
Task 3
Develop a
performance
improvement
monitoring
plan for
underperform
ing team
members of
Swann
Automotive.
The
improvement
plan is
focusing on
monitoring
session which
is specially
dedicated to
Swann
Automotive's
employee i.e.
John. It is very
important for
Swann
Automotive
that they need
to do planning
for monitoring
the
performance of
John as it is
found that he is

not going well
but still there
are some
feedback got in
which it shows
that he has
been
improving
(Sokolov and
Zavyalova,
2021). So there
is plan which is
developed for
the purpose of
effective
monitoring:
 It is
necessa
ry to
design
an
efficein
t plan
for the
John so
that
Swann
Automo
tive is
able to
underst
and that
what is
the
reason
for
John's
unwell
situatio
n.
 Now
the next
step in
which it

is
necessa
ry for
the
project
leaders
to
design
and
conduct
meeting
for all
the
team
member
s on a
regular
basis.
 This is
the
most
importa
nt stage
in
which
Swann
Automo
tive is
recomm
ending
the
suggesti
on to
John
that
how he
can
improv
e their
perform
ance.
 Now
the last
step in

which
Swann
Automo
tive
needs
to
ensures
that all
the
guidelin
es and
recomm
endatio
ns are
properl
y
followe
d or
not.
Feedback: S NS
Workplace Project Assessment
Task 1
Develop two
work plan,
one each for
two members
of a team of
Swann
Automotive.
Identify the
following:
o
Tw
o
act
ion
to

the
obj
ect
ive
s
o
Re
so
ur
ces
re
qui
re
d
to
co
mp
let
e
eac
h
act
ion
o
Ti
me
fra
me
to
co
mp
let
e
the
act
ion
s
o
On
e
pe
rfo
rm
an
ce
sta
nd
ar

d
for
eac
h
act
ion
o
On
e
KP
I
to
me
as
ur
e
pe
rfo
rm
an
ce
Peter Smith
It is necessary
to formulate a
plan which
focuses on
achievement of
goals and
objectives i.e.
improvement
of performance
of Peter Smith.
The work plan
is mentioned
below which
helps to guide
that what needs
to be perform:
 Peter
should
formula
te
objectiv
es that

are to
give
more
focus
on
custom
ers and
change
the way
of
doing
work.
 In order
to
engage
with the
custom
ers, it is
crucial
for
Peter to
commu
nicate
with
custom
ers with
the help
of
social
media
platfor
ms.
 It needs
3
months
in order
to get
perfecti
on in
the job.
 Number
of
custom
ers and

feedbac
k from
custom
ers are
the
perform
ance
standar
ds.
 KPI is
increase
in
custom
ers'
positive
feedbac
k.
John Wards
 It is
crucial
for
John to
work
on
improv
e the
excelle
nce and
custom
ers
satisfact
ion.
 John
needs
daily
targets
and
challen
ging
work
which
enthusi

asm
him.
 It
requires
2
months
for the
purpose
of
complet
ion of
actions.
 Perform
ance
standar
d is
outcom
e.
 Client
Retenti
on Rate
is the
KPI
which
helps to
measur
e the
perform
ances
of John.
Feedback: S NS
Task 2

Conduct risk
analysis for
the Work Plan
develop in
Workplace
Project
Assessment
Task 1
o Risk
relevant
to
team’s
work
plan
o Legislat
ive and
regulato
ry
require
ments
specific
to work
area
It is found that
in work plan,
John and Peter
may be face
risks such as
communication
risk,
operational
risk, cost risk,
technology
risk, skills
resource risk,
etc.
Feedback: S NS

Task 3
Develop a
performance
management
training
program for
two or more
than two team
members of
Swann
Automotive.
o Review
Federal,
state,
territor
y
legislati
ve
require
ment
o Review
any
modern
awards,
enterpri
se
agreeme
nts or
contract
s
o Review
workpla
ce/orga
nisation
al
policies,
procedu
re, and
processe
s
It is crucial for
the team
members of

Swann
Automotive
that they need
to formulate a
performance
management
training
program which
helps to
maintain the
performance of
employees.
 It is
necessa
ry to
identify
the
needs
and
wants
of
training
progra
m
 Identify
ing
organiz
ational
goals
 Set
perform
ance
expecta
tion
 monitor
and
develop
perform
ances
with the
training
 Evaluat
e

perform
ances
Feedback: S NS
Task 4
Deliver
performance
management
training to at
least two team
members of
Swann
Automotive.
It is very
important for
Swann
Automotive
that they
should deliver
performance
management
training in an
effective way
so that they are
able to achieve
their goals and
objectives.
Team members

are able to
improve their
performances
(Pisor and
Jones, 2021).
They provide
continue
coaching and
training to all
employees.
Feedback: S NS
Task 5
Evaluate the
performance
of two team
members of
Swann
Automotive
from
Workplace
Project Task 1
Work Plan
against
performance
standards and
KPIS.
It is very
important for
the Swann

Automotive to
evaluate the
performances
of team
members so
that they can
match with the
standards. In
this step,
company needs
to compare the
original and
actual
performances
and the
deviation
found which
should be
overcome with
the help of
taking right
actions (Allan
and Dent,
2021).
Feedback: S NS
Task 6

Develop
performance
development
plan for one
team
members of
Swann
Automotive.
o Review
organis
ational
policies
and
Procedu
res for
the
perform
ance
develop
ment of
staff
o Meet
team
member
s to
plan for
develop
ment
o Review
the
complet
ed
perform
ance
evaluati
on
Performance
development
plan of John is
mentioned
below:
 Review

ing the
perform
ances
of John
 Identify
ing the
goals
for
improv
ement
 make a
list in
which
all
actiona
ble
steps
are
mention
ed
 Define
milesto
nes and
metrics
 Identify
ing
resourc
es and
support

s which
needed
for
John
 Review
ing and
finalizat
ion of
the plan
and
implem
ent in
an
effectiv
e way.
Feedback: S NS
FOR OFFICE
USE ONLY
Satisfactory Not Satisfactory

Assessor Name Assessor Sign Date
REFERENCES
Books and Journals:
Spina, E., and et.al., 2021. How to manage with telemedicine people with neuromuscular
diseases?. Neurological Sciences, 42(9), pp.3553-3559.
Pisor, A.C. and Jones, J.H., 2021. Do people manage climate risk through long‐distance
relationships?. American Journal of Human Biology, 33(4), p.e23525.
Allan, T. and Dent, D., 2021. The cost of food: Consequences of not valuing soil and
water and the people who manage them. In Regenerative Agriculture (pp. 3-19). Springer,
Cham.
Sokolov, D. and Zavyalova, E., 2021. Trendsetters of HRM: a systematic review of how
professional service firms manage people. Personnel Review.