BBQfun: Detailed Analysis of BBQfun's Business Policies and Procedures

This report provides a detailed examination of BBQfun's business policies and procedures, including its organizational chart, performance management, and procurement policies. The analysis covers key aspects such as the company's mission, vision, values, and strategic directions as outlined in its business plan. The performance management section focuses on the policy's purpose, scope, and procedures, including annual and follow-up reviews, documentation, and the implementation of coaching using the GROW model. The procurement policy is also analyzed, emphasizing principles like probity, value for money, non-discrimination, risk management, and financial responsibility. The report also discusses the importance of planning, supporting Australian industry, and adherence to relevant legislation. The report is a resource for understanding how these policies contribute to the overall success and operational efficiency of BBQfun.

Business plan excerpt Simulated business: BBQfun
Simulated business: BBQfun
Business plan excerpt
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 1 of 18
From BBQfun business plan FY 2012–2013
Mission
● To provide our customers with great value outdoor lifestyle products and second-to-none
customer service.
Vision
● To be south-east Queensland’s leading outdoor lifestyle retailer within five years.
Values
● Quality.
● Customer value.
● People: Active encouragement of safety, teamwork, diversity, excellence, innovation and
continuous improvement.
Strategic directions
The strategic context in which BBQfun will achieve its mission and vision is through:
● engaging with customers through marketing, research and personalised service
● building a reputation for quality products and quality customer service
● supporting people to perform via training and performance management
● increasing sales revenue
● controlling costs through operational efficiency.

BBQfun organisational chart Simulated business: BBQfun
BBQfun organisational chart
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 2 of 18
Board of Directors
and
CEO Pat Mifsud
Chief Financial
Officer
Riz Mehra
Operations
General Manager
Kim Chen
Human Resources
Manager
Les Goodale
Manager Marketing
Sam Lee
Manager Brisbane
Pat Sweeney
Manager
Gold Coast
Alex Mitchell
External
consultant
(you)

Recruitment and induction policy and procedures Simulated business: BBQfun
Performance management policy and procedures
BBQfun Performance Management Policy
Purpose The purpose of this policy is to ensure performance management is
carried out consistently, fairly and transparently and in accordance with
organisational requirements.
Scope The scope of this policy covers the performance management process
by employees and contractors of BBQfun.
Resources Specific procedures for the implementation of this policy are available
below and on the company intranet.
Responsibility Managers will:
● carry out formal performance review discussions twice annually
● monitor individual performance throughout the year, recording key
events, observations of importance which relate to the
performance, both positive and negative
● use the performance management documentation to record
formal and informal performance reviews
● provide employees with the opportunity to participate and
contribute to their professional and personal development
● provide employees access to training and development, as
reflected in the individual’s development plan
● provide underperforming employees with coaching and
development throughout the review period, using the GROW
model to help structure their planning for formal coaching
sessions or informal, side-by-side sessions
● provide employees with opportunity to communicate their career
development goals.
Relevant legislation,
etc.
● Privacy Act 1988 (Cwlth)
● Queensland Anti-Discrimination Act 1991 (Qld)
● Fair Work Act 2009 (Cwlth)
● AS ISO 15489: 2002 Records management
Updated/authorised 10/2012 – Riz Mehra CFO
Procedure to conduct performance review
The employee’s performance will be monitored and evaluated regularly throughout the year. The
performance review encompasses three elements:
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 3 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
● an annual formal review discussion
● a six month follow-up discussion
● continuous monitoring of the employee’s performance.
1. Annual discussion
The annual discussion is a key step in the performance review process. Essentially, this step involves
compiling all the information collected and assessed throughout the year relating to the employee’s
performance.
The key elements of the annual discussion are to:
● reflect on performance during the year
● clarify key responsibilities of the role and review the job description
● discuss successes as well as areas for improvement
● set agreed targets and performance standards for the next six months
● agree on key areas of development for effective performance in the role.
2. Documentation
The performance review documentation provides an important guide to record the standards expected
of an individual, their targets (according to the job role) and individual development plans. It is important
to use the correct forms to maintain the integrity of the information, and to help the manager and
employee ensure the review is completed correctly.
3. Timing
Employee performance is to be formally reviewed every 12 months with a follow-up review in six
months. A new plan should be completed at each annual appraisal discussion.
4. Six month follow-up discussion
The follow-up review provides an opportunity for managers and employees to revisit targets, standards
and development plans to:
● establish that progress is on track
● identify changes impacting on the achievement of targets and standards set
● discuss development plan progress or establish development plan
● modify standards and targets, if required.
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 4 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
Implementation of performance review process
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 5 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
Performance management plan template
Name/position: Manager: Review period:
Reference from
operational plan
Key result area Indicator of success/
performance
By
when
Status
report
Manager’s comments: Signature:
Date:
Staff member’s comments: Signature:
Date:
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 6 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
Principles of coaching underperforming employees
What do we coach?
Generally, most performance problems can be resolved through effective communication between
managers and employees. Most employees can benefit from coaching in some way. Coaching applies
to any skill at any time. It is a simple way to set, discuss, and monitor goals in a collaborative way.
When do we coach?
Coaching is different to formal training. But how do you know when you should step in, or let employees
work through the problems for themselves?
● Observe the employee's work and be alert for certain triggers or signs. For example, you may
notice an attitude or behaviour creeping in, or you discover a slump in the employee’s KPIs.
● Coach when you want to focus attention on any specific aspect of the employee's performance.
● Don’t hesitate – do it now. Coaching is a process that is most effective when it happens promptly.
How do we coach?
● Good coaches challenge employees and ask questions that help the employee to discover how
to improve.
● Coach when you wish to focus attention on any specific aspect of the employee’s performance.
● A coaching meeting should focus on just one or two aspects of performance. Any more than that
and employees won’t remember the main impact of your meeting.
● Keep coaching conversations brief and between 5 and 15 minutes long.
● Being an effective coach requires understanding of what motivates the members of your team.
Remember that people are motivated in different ways. Be sensitive to the things that drive your
people to perform.
● When things are performing well, take the time to understand what is working and why.
● Good coaching is guiding, not telling or doing.
● Allow the employee to own the problem and its solutions. Ask them: ‘How do you think we should
handle this?’
● Be sure you document any key elements that come out of your coaching sessions and store
them in the employee’s file.
The GROW model
GROW is a simple but effective model for running coaching sessions. GROW is an acronym that stands
for: Goal – (current) Reality – Options – Will.
Goal
Things can change, and the employee’s goals may need to be revisited and reviewed.
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 7 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
Current Reality
Getting to the root cause of problems means asking the team member about what is happening and how
the problem is affecting them. Often managers can leap to a conclusion about solving a performance
problem. Important information that can help to solve the problem is often missed.
Some useful coaching questions include:
● How is this change affecting your work?
● If things changed do we need to revisit how we planned to approach this?
Options
Once you and your team member have explored the current reality, it's time to start exploring the
alternatives for solving the problem. It should be a two-way process, so encourage the team member for
their ideas and views about what might be done.
Ask questions like:
● What other options have you considered for how we might handle this?
● What are the alternatives?
● How else could we approach this? What risks are involved?
● What are the possible risks involved in these other options?
● What constraints exist?
Will
By this stage you will have examined the current reality and canvassed the options for what could be
done. The team member should now have a clear idea of how to deal with the situation. The final step
for you as a coach is to get them to commit to taking action.
● How will you take this forward?
● How are you going to achieve this?
● What obstacles could prevent this happening?
● What else will you do?
Note: The coaching conversation does not need to rigidly follow the order above. Any genuinely two-
way conversation will develop in unplanned ways. Nevertheless, each element of the GROW model
should be addressed at some point in any coaching session that is likely to be effective.
Procurement policy and procedures
BBQfun Procurement Policy
Purpose The purpose of this policy is to ensure the acquisition of resources is carried
out consistently, fairly and transparently and in accordance with
organisational requirements.
Scope The scope of this policy covers the purchasing and acquisition of resources
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 8 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
by employees and contractors of BBQfun.
Resources Specific principles for the implementation of this policy are available below.
Responsibility Responsibility for the implementation of this policy rests with employees and
management of BBQfun with responsibility for purchasing resources.
Relevant legislation,
etc.
● Privacy Act 1988 (Cwlth)
● Anti-Discrimination Act 1991 (Qld)
● A New Tax System (Goods and Services Tax) Act 1999 (Cwlth)
● Fair Work Act 2009 (Cwlth).
● AS ISO 15489: 2002 Records management
Updated/
authorised
6/2012 – Riz Mehra, CFO
Principles governing procurement process
1. Probity and ethical behaviour
The principle of probity and ethical behaviour governs the conduct of all procurement activities.
Employees who have authority to procure goods and services must comply with the standards of
integrity, probity, professional conduct and ethical behaviour. Employees or directors must not seek to
benefit from supplier practices that may be dishonest or unethical.
2. Value for money
Value for money is the core principle underpinning procurement. Contracted organisations must be cost
effective and efficient in the use of resources while upholding the highest standards of probity and
integrity. In general, a competitive process carried out in an open, objective and transparent manner can
achieve best value for money in procurement.
3. Non-discrimination
This procurement policy is non-discriminatory. All potential contracted suppliers should have the same
opportunities to compete for business and must be treated equitably based on their suitability for the
intended purpose.
4. Risk management
Risk management involves the systematic identification, analysis, treatment and, where possible, the
implementation of appropriate risk-mitigation strategies. It is integral to efficiency and effectiveness to
proactively identify, evaluate, and manage risks arising out of procurement related activities. The risks
associated with procurement activity must be managed in accordance with the organisation’s Risk
Management Policy.
5. Responsible financial management
The principle of responsible financial management must be applied to all procurement activities. Factors
that must be considered include:
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 9 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
● the availability of funds within an existing approved budget
● staff approving the expenditure of funds strictly within their delegations in accordance with the
delegations table on page and the completion of the Expenditure Payment Approval Form
● measures to contain costs of the procurement without compromising any procurement principles.
6. Procurement planning
In order to achieve value for money, each procurement process must be well planned and conducted in
accordance with the principles contained in this document and comply with all of the organisation’s
policies and relevant legal and regulatory requirements.
When planning appropriate procurement processes, consideration should be given to adopting an
approach that:
● encourages competition
● ensures that rules do not operate to limit competition by discriminating against particular
suppliers
● recognises any industry regulation and licensing requirements
● secures and maintains contractual and related documentation for the procurement which best
protects the organisation
● complies with the summary of procurement delegations (on page 12).
7. Buy Australian made/support for Australian industry
Employees who are involved in procurement activities must make a conscious effort to maximise
opportunities for Australian manufacturers and suppliers to provide products where there is practicable
and economic value. In making a value for money judgement between locally made and overseas-
sourced goods, employees are to take into account:
● whole-of-life costs associated with the good or service
● that the initial purchase price may not be a reliable indicator of value
● the quality of locally made products
● the record of performance and delivery of local suppliers
● the flexibility, convenience and capacity of local suppliers for follow on orders
● the scope for improvements to the goods and ‘add-ons’ from local industry.
8. Pre-registered list of preferred suppliers
BBQfun shall maintain a pre-registered list of preferred suppliers, following a request for expressions of
interest and an evaluation of the submissions. Suppliers can request to be evaluated for inclusion on the
existing pre-register list at any time.
All purchases under $5,000 may be made from preferred suppliers without undertaking a competitive
process. Purchases above $5,000 where a preferred supplier exists should include a competitive
process if practicable.
This list is reviewed at regular intervals with admission of interested parties on a rolling basis. Care
should be taken to ensure that such lists are used in an open and non-discriminatory manner. BBQfun
encourages new contractors to provide information on their experience, expertise, capabilities, pricing,
fees, and current availability. It is in the interest of the organisation that the pool of potential suppliers is
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 10 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
actively maintained and updated. Employees should be encouraged to provide reports of their
experiences in working with each contractor/consultant to assist future decisions concerning
commissioning suitable contractors and consultants.
9. Avoid conflict of interest
Employees and directors are required to be free of interests or relationships in all aspects of the
procurement process.
Employees and directors are not permitted to personally gain from any aspect of a procurement
process.
Employees and directors shall ensure that, to the best of their knowledge, information and belief, that at
the date of engaging a contractor no conflict of interest exists or is likely to arise in the performance of
the contractor’s obligations under their contract.
Should employees or directors become aware of potential conflicts of interest during the contract period,
they must advise the CEO and Board of Directors immediately.
Prior to any situation arising with potential for a conflict of interest, complete disclosure shall be made to
the CEO and Board of Directors to allow sufficient time for a review.
10. Report collusive tendering
Employees should be aware of anti-competitive practices, such as collusive tendering. Any evidence of
suspected collusion in tendering should be brought to the attention of the CEO and Board of Directors.
11. Competitive process
It is a basic principle of procurement that a competitive process should be used unless there are
justifiable circumstances. For purchases under $5,000, the list of preferred suppliers may be used. The
type of competitive process can vary depending on the size and characteristics of the contract to be
awarded.
12. Direct invitation (selective or restricted tendering)
A process of direct sourcing to tender may be used. This may involve:
● an invitation to organisations deemed appropriately qualified for a particular product or service
(this may be appropriate for specialised requirements in markets where there is a limited number
of suppliers or service providers)
● an invitation to tender to organisations on BBQfun’s pre-registered list of preferred suppliers, if
applicable.
13. Evaluation and contract award
For projects being awarded, consideration will be given not only to the most economically advantageous
tender, but also to the track record of the tender respondent and the degree of confidence that the panel
has in the quality of the bid. It will be the normal practice to have the evaluation of tenders carried out by
a team with the requisite competency.
14. Results of tendering process
All tender respondents should be informed in writing of the result of a tendering process immediately
after a contract has been awarded.
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 11 of 19

Recruitment and induction policy and procedures Simulated business: BBQfun
Summary of procurement policy delegations
Position Purchase amount Required number of
quotes
Comment
CEO and one
director
Authority to sign
contracts for products
and services over
$75,000.
Two or more competitive
quotes for contracts over
$75,000.
Detailed services
contract required.
CEO Authority to sign
contracts for products
and services up to
$75,000.
Two or more competitive
quotes.
Detailed services
contract required for
contracts over $20,000.
General
managers
Delegated
authority only
through CEO
Authority to sign
contracts for products
and services under
$30,000.
One or more competitive
quotes preferred.
Provided they are within
the approved budget and
consistent with
business/operational and
strategic planning.
Managers Authority to sign
contracts for products
and services under
$10,000.
One or more competitive
quotes preferred.
Follow BBQfun
purchasing procedures.
Contractors
and external
consultants
No authority One or more competitive
quotes preferred.
Must use preferred
suppliers list.
Contractors and external
consultants must follow
BBQfun purchasing
procedures and must
seek approval for
purchases from person
holding relevant
authority.
Version: 1 | January 2016
BSBMGT517 Manage operational plan Page 12 of 19