Performance Measurement and Development : Assignment

Performance Measurement and Development 1
PERFORMANCE MEASUREMENT AND DEVELOPMENT
Name
Course
Professor’s Name
University
City (State)
Date

Performance Measurement and Development 2
Performance Measurement and Development
The Adept Owl Games Company is a firm in Australia that deals with publishing and the
manufacture and distribution of dice, board, and card games for the enjoyment of
people of all ages. The company has a vision to have an established reputation as one
of the most innovative and finest businesses producing and developing entertainment
board games in the country. There are different strategic actions that the company
needs to take to achieve this vision.
First, it must become an organization that is very high performing. Second, it must
engage with its customers. Third, it has to support innovation and improve its leadership
and management skills (Cappelli and Tavis, 2017). Finally, it is paramount that the
organization improves and develops its products as well as the production process
(Chubb, Brown and Reilly, 2011). To do this, the company has to measure and manage
the performance of all its employees to ensure that everyone is adding value to the
company and continually develop their performance in a bid to achieve the set vision.
Template for the Sales Department in the Measurement and Management of
Performance and Development
Development
objectives
Measurable result/
Expected
performance level
Resources required
to achieve the
results
Results achieved
Sales volume
Communication
skills
Lifelong learning
Consumer
responsiveness
and interactions

Performance Measurement and Development 3
Product knowledge
Resource
management
Completed Performance Management and Development Plan for an Individual
Development
objectives
Measurable
results
Resources needed in the
achievement of the
objectives
Review
period
Results
achieved
To increase the
sales revenue.
 Number of
units of
gaming
products
sold per
month.
 Amount of
revenue
from the
total sales
of the
different
gaming
products.
 Training activities
to ensure that the
employee knows
how to make a
sale.
 Company clothes
that identify the
employees as
workers of Adept
Owl Games
Company.
 Mentorship
programs to teach
employees how to
be great sales
people.
Monthly
To improve
communication
skills.
 Number of
customers
that an
 Training activities
to teach
employees how to
Weekly

Performance Measurement and Development 4
employee
speaks to
about the
company’s
products
every day.
communicate to
potential
customers with
the intention of
making a sale.
 Role-playing
activities where
the employee
speaks to other
employees, in the
same manner,
they would talk to
potential
customers to
identify any
mistakes that may
exist and correct
them.
To continually
learn so as to
keep up to date
with any
changes and
learn different
ways to make a
sale.
 Number of
books read
per month.
 Number of
educational
movies
watched
every
month.
 Educational books
and videos.
Monthly
To increase
consumer
responsiveness
and interaction
 Number of
customers
that the
salesperso
 Seminars on how
to interact with
potential
customers.
Weekly

Performance Measurement and Development 5
n can
speak to
per day.
 Number of
sales that
come from
speaking to
potential
customers
and
convincing
them why
they should
purchase
the
products.
 Watching the
interactions of
other employees
with customers to
learn from them.
To understand
all aspects of
the product to
be able to
explain them to
customers.
 Number of
questions
that
customers
ask and the
ability to
answer all
of them.
 Seminars to teach
employees about
the different
gaming products
in the company.
Weekly
To be able to
properly
manage the
company’s
resources and
prevent losses
from being
 Number of
company
products
that are
damaged.
 Costs
incurred in
 Employees need
to be careful with
company products
to avoid damaging
them.
 Seminars to teach
employees how to

Performance Measurement and Development 6
incurred. making
each sale.
close a sale while
incurring minimal
costs.
The individual plan should then be signed both by the employee and the company’s
management to show it is a binding contract between the two parties.
The Meeting
The objective of the meeting with the assessor was to provide the performance
management template and receive input on how to organize individual employees as
well as the entire team. It was vital for me to listen attentively to all the observations that
the assessor made in regards to how our team was performing. I also asked questions
about issues that we were facing as a team and asked for advice on how to overcome
the different challenges. We discussed the skills that the different team members
possessed. This was done in a bid to ensure that every team member was placed
strategically to capitalize on their strengths and to help them improve on areas where
they encountered challenges.
We came up with key performance indicators that will be used in the assessment of
performance of individuals and the team. We also identified the resources needed by all
team members to ensure that they perform their duties properly. Finally, we created a
duration after which performance will be reviewed to see how well the employees are
performing.
Afterwards, I completed the performance development plan ensuring that all employee
strengths and weaknesses were put into account (Corwe, 2017). The assessor looked it
through and approved it. All employees involved in the different plans then signed them,
and the assessor signed it as well.
When creating a performance development and management plan for a team, the
objectives and the key performance indicators set should be specific, attainable, time-
based, relevant, and measurable for each team member (Act government, 2017). This
is to make sure that they all carry out their responsibilities without relying on other team

Performance Measurement and Development 7
members to do their work for them (Truitt, 2017). Below is the completed performance
development and management plan for my team at Adept Owl Games Company.
Team Performance Development and Management Plan
Objectives/
Areas of team
improvement
Key Performance
Indicators
Team
members to
carry out the
responsibilities
Resources
required
Review
To provide
high-quality
customer
services.
 Number of
customers who
provide good
reviews of the
customer service
received from
team members.
 Number of
complaints
brought in by
customers
regarding
employees in the
team.
All team
members.
Role-playing as
a team to
identify and
correct areas of
weakness when
interacting with
customers.
To increase
sales
revenues.
 Number of units
of each product
sold by the team
member and the
amount of
revenue that the
sales bring in.
Employee one
Employee two
Employee
three
employee four
Employee five.
Mentorship
programs.
To improve
product
 How well a team
member can
All team
members
Seminars.

Performance Measurement and Development 8
knowledge. inform the
customers about
a product without
asking other
employees for
assistance.
To carry out
marketing
activities to
reach more
customers.
 Number of orders
made from
different
platforms such
as Facebook and
Instagram.
Employee six
Employee
seven
Employee
eight
Employee
nine
Employee ten
Internet
connection.
To segment
the market for
the different
team members
for people to
concentrate on
specified
regions.
 Amount of sales
revenue from the
different market
segments.
Team leader
to segment
the markets
and allocate
different
regions to the
different team
members.
Conclusion
Indeed, it is crucial for every organization to set measurable objectives that the
employees are supposed to fulfill. This motivates the employees and ensures that they
provide high-quality results. If Adept Owl Games Company follows the plans, its
performance will improve considerably, and it will be able to accomplish its vision.

Performance Measurement and Development 9
References
Act government (2017). Developing a Performance Plan. ACTPS Performance Framework.
[online] Available at: https://www.act.gov.au/performance [Accessed 13 Nov. 2017].

Performance Measurement and Development 10
Cappelli, P. and Tavis, A. (2017). The Performance Management Revolution. Harvard Business
Review. [online] Available at: https://hbr.org/2016/10/the-performance-management-
revolution [Accessed 13 Nov. 2017].
Chubb, C., Brown, D. and Reilly, P. (2011). Performance Management Literature
Review. Institute for Employment Studies.
Corwe (2017). performance management toolkit. center for organizational and workforce
effectiveness.
Truitt, D. (2017). The Effect of Training and Development on Employee Attitude as it Relates to
Training and Work Proficiency. SAGE Journals. [online] Available at:
http://journals.sagepub.com/doi/abs/10.1177/2158244011433338 [Accessed 13 Nov. 2017].