Remuneration and Performance Management in David Jones

This paper discusses the performance review system and feedback process for managers in David Jones. It includes a brief overview of David Jones, the stages in the Employee Performance Review process, a memo from the Human Resource Manager to all employees outlining the Employee Performance Review process, an instruction training PowerPoint slide pack to train managers in the Employee Performance Management process, a Sample Employee Performance Review form, and a guide for managers in providing feedback at the Employee Performance Review meeting.

Running head: REMUNERATION AND PERFORMANCE MANAGEMENT
Remuneration and Performance Management
Student’s name:
Name of the University:
Author’s note:

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Table of Contents
Introduction......................................................................................................................................2
1. A brief overview of David Jones.................................................................................................2
2. A description of the stages in the Employee Performance Review process................................3
3. A memo from the Human Resource Manager to all employees outlining the Employee
Performance Review process...........................................................................................................4
4. An instruction training PowerPoint slide pack to train managers in the Employee Performance
Management process.......................................................................................................................6
5. A Sample Employee Performance Review form.......................................................................12
6. A guide for managers in providing feedback at the Employee Performance Review meeting. 14
Conclusion.....................................................................................................................................15
Reference List................................................................................................................................16

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Introduction
Employees performance evaluation allows companies to effectively track analyse and
evaluate their employee performance and productivity. This system should distribute forms for
feedback, collect data, manage administrative tasks like sign-offs, analyse information about
performance and store feedback securely. In this paper, David Jones is chosen to show the
performance review system and the feedback process for managers.
1. A brief overview of David Jones
David Jones is a subsidiary of parent organisation Woolworths Holdings Limited. David
Jones is a retail upmarket department store and it was founded in the year 1838. However, in the
year 1980, Adelaide Steamship Company completed the acquisition and during the 1990s the
assets of the company floated as David Jones Limited for the recession. After 2000, David Jones
has been into the turbulent times and it did the merger with Myer and in the year 2014,
Woolworths took over the company. In the year 2016, Woolworths sold Market Street store and
the company announced the relocation of the office of DJ in Melbourne (Davidjones.com 2018).
David Jones sells products like cosmetics, fashion, furniture, home appliances, electrical and
food. In the year 2016, the revenue of the organisation touched AU$ 2.2 billion and operating
income of the organisation was AU$ 170 million. At present, David Jones has the employees of
8100 and maximum of the employees are directly employed by the HR department
(Davidjones.com 2018). David Jones has 45 stores in Australia; most of them are located in
Australian territories and states, except Northern Territory and Tasmania. David Jones faces its
competition mainly from Myer and David Jones opened its first New Zealand store in
Wellington in the year 2016 buying Kirtkcaldie and Stains.

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2. A description of the stages in the Employee Performance Review process
According to Dall’Ora et al. (2016), effective employee performance process helps the
managers to measure and evaluate individual performance of the employees and to optimize the
productivity of the employees. The employee performance review aligns strategic business
objectives with the employee’s day-to-day actions in order to support the career planning,
remuneration and compensation.
The Employee Performance Review Process has six stages and it starts with Monitoring.
The management monitors the activities of the employees including the performance, job
satisfaction and motivation. Monitoring process tracks the employee motivation through
observation of the employees’ enthusiasm. The management also calculates the responses of the
employees to determine the performance of the employees. Monitoring of the employees can be
done in three different ways; technical monitoring, financial monitoring and process monitoring
of the employees.
The second stage is informal feedback and in this stage, the manager provides important
feedback along with direction to the employees outside of the roundtable meeting. Informal
feedback is very significant for the employees as it helps to build rapport with the managers and
to take the coaching from the manager as well (Anitha 2014). Informal feedback can be taken
during the office hours and the employees can improve the performance real-time through
informal feedback.
The third stage is about formal assessment and in this stage; the managers take the test
and systematically measure how much the employees learn and improve. According to Nielsen et
al. (2017), formal assessments are standardised, used and scored to compare the employees.

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Formal assessments are usually the assessments which are used to determine the employees’
grade and performance. Examples of formal assessments are assignments, projects and quizzes.
The formal review meeting is the fourth stage in which the employees have to meet the
managers for the formal conversation based on the informal feedback that has occurred prior.
The objective of the formal review meeting is to make the overall face-to-face encounter
productive which can produce benefits for both the company and the employees.
The fifth stage is action-planning and the managers and supervisors make an action plan
for the employees through discussions. Employees' regular performance review shows
significant room for improvement and performance action-plan helps the employees to get back
on the track. This action plan is the constructive discussion between the managers and the
employers.
The sixth stage is learning and development and the managers facilitate the employees to
take the training programme in which sections the employees lack. Training programmes help
the employees to learn specific skills and knowledge to develop the performance in the current
roles (Timmers et al. 2015). Performance review process helps the employees to develop skills
and focuses the employees for future performance and growth.
3. A memo from the Human Resource Manager to all employees outlining the Employee
Performance Review process
To: The employees
CC: The CEO
From: The Human Resource Manager

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Date: 12/10/2018
Subject: Outlining the Employee Performance Review Process
This is to inform that HR department of David Jones is going to remodel the Employee
Performance Review Process.
David Jones declares the new Employee Performance Review Process and this review
process has four stages.
The first step of Employee Performance Review Process is to set the performance expectations,
the managers and the employees of David Jones do work together to create the clear expectation
for job performance. The employees will be responsible for accomplishing the objectives and
managers will provide guidance.
The second step is about obtaining and providing the guidance. In David Jones, giving and
getting is a critical part of controlling the employees. The managers will provide constructive
feedback to the employees on changing behaviour. The employees will open to receive
constructive feedback to improve the behaviour. The managers will be using praise, coaching
and document performance progress notes to provide guidance.
The third stage is the annual performance review meeting and David Jones sets the collaborative
process which is mainly competency based and it is focusing on the development of the
employees. Employees need to complete the self-review form before scheduling the meetings
with the managers. The primary purpose of this stage is to develop and enhance skills of David
Jones employees at all levels.

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The fourth stage is creating a plan for the employees and each of the employees must
have the Individual Development Plan. In addition, it is the employees' responsibility to create
the plan and to share it with the senior managers.
A whole-hearted cooperation is highly solicited.
4. An instruction training PowerPoint slide pack to train managers in the Employee
Performance Management process

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5. A Sample Employee Performance Review form
Employee Information
Employee Name Department
Employee ID Reviewer Name
Position Held Reviewer Title
Last Review Date Today’s Date
Characteristics
Quality Unsatisfactory Good Excellent
Quality to full
potential
Quality of work
Work consistency
Communication
Independent work
Take initiative
Productivity
Creativity
Integrity
Co-worker relation
Technical skills
Punctuality
Attendance

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Goals
Achieved Goals set in the Previous Review?
Goals for the next review period?
Comments and Approval
Comments

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6. A guide for managers in providing feedback at the Employee Performance Review
meeting
During the performance review meeting, the role of the managers is very important to
assess the degree to which the employees can attain agreed-upon goals. In David Jones, the
managers provide valuable feedback to the employees.
Tell and Sell: In Tell and Sell feedback, the managers of David Jones must assume the
aim of providing the performance judgement to the employees, obtaining their acceptance. The
objective of telling and sell method of feedback is to tell the employees about their performance,
acceptance and gain of the evaluation so that the employees can persuade to follow their plan of
improvement (Wang et al. 2015). Role of the managers would be sentencing the judge and
attitude of the managers would be that the employees must appreciate the advice. Managers of
David Jones provide positive feedback to the report of Employee Performance Review. The
positive feedback of the managers is generally motivating to the employees. Tell-and-sell
feedback helps the managers of David Jones to communicate correctly to the employees and the
employees will get to know where they stand.
Tell and Listen: The goal of the tell-and-listen feedback is to communicate the
evaluation of the employees and the managers wait for the employees’ responses (Heller 2017).
In this feedback, the managers of David Jones should play the role of attentive judge and the
attitude of the managers will be based on feelings of the employees and the managers must
understand the employees and respect their concern. The supervisors in David Jones tell their
perception of the employees’ weaknesses and strengths. Giving a performance review to the
under-performance employee is challenging for the managers as the managers may face

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challenges to overcome the discomfort (Bersin 2015). The managers during the meeting can ask
the employees to complete self-assessment and it is the easy way to observe how the employees
perceive their own work. The managers listen to the feeling of the employees and the managers
cannot refute the employees’ objections. The managers must consider both the views to reach
conclusion and plan for the development.
Problem-solving: In problem-solving feedback, the aim is to discuss assessment jointly
and encourage the employees to improve and develop. Roe of the managers in David Jones will
be to play the role of a coach and attitude of the managers would be the mutual and constructive
approach to find the best to correct the problems. The problem-solving feedback is effective
when it is objective, specific, structured and not graded and allows for the identification of
weaknesses and strengths. The managers mostly do the mistake of giving constructive feedback
to the underperformers; not to the top performers as top performers of the organisation also need
constructive feedback (Fong et al. 20176). The managers in David Jones should take time before
providing constructive feedback so that they can provide solutions to problems. The managers
need to deliver feedback using the growth mindset. In David Jones, the managers find the
solution together with the employees during the constructive feedback.
Conclusion
It has been noted that the performance evaluation system of David Jones can dramatically
streamline existing performance management strategies. This can result in substantial time
savings for managers, employees and HR. It also can be an opportunity for companies to
increase the amount of feedback data they collect on employees. Performance evaluation and
remuneration from the management should be maintained with strategies in David Jones.

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Reference List
Ishizaka, A. and Pereira, V.E., 2016. Portraying an employee performance management system
based on multi-criteria decision analysis and visual techniques. International Journal of
Manpower, 37(4), pp.628-659.
Timmers, C.F., Walraven, A. and Veldkamp, B.P., 2015. The effect of regulation feedback in a
computer-based formative assessment on information problem-solving. Computers &
Education, 87, pp.1-9.
Anitha, J., 2014. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3), p.308.
Dall’Ora, C., Ball, J., Recio-Saucedo, A. and Griffiths, P., 2016. Characteristics of shift work
and their impact on employee performance and wellbeing: A literature review. International
journal of nursing studies, 57, pp.12-27.
Nielsen, K., Nielsen, M.B., Ogbonnaya, C., Känsälä, M., Saari, E. and Isaksson, K., 2017.
Workplace resources to improve both employee well-being and performance: A systematic
review and meta-analysis. Work & Stress, 31(2), pp.101-120.
Wang, M., Burlacu, G., Truxillo, D., James, K. and Yao, X., 2015. Age differences in feedback
reactions: The roles of employee feedback orientation on social awareness and utility. Journal of
Applied Psychology, 100(4), p.1296.
Bersin, J., 2015. Becoming irresistible: A new model for employee engagement. Deloitte
Review, 16(2), pp.146-163.

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Heller, M., 2017. Real-time, ongoing employee feedback: the perk that actually retains. Strategic
HR Review, 16(3), pp.125-130.
Fong, C.J., Warner, J.R., Williams, K.M., Schallert, D.L., Chen, L.H., Williamson, Z.H. and Lin,
S., 2016. Deconstructing constructive criticism: The nature of academic emotions associated
with constructive, positive, and negative feedback. Learning and Individual Differences, 49,
pp.393-399.
David Jones. 2018. Retail Australia. https://www.davidjones.com/ [Accessed 12th Oct 2018]