BSBHRM512 Project: Develop and Manage Performance Management Processes

This assignment solution addresses the development and management of performance management processes within an organizational context, specifically focusing on a case study involving ABC company, an organic skincare product business. The solution includes a written assessment covering various aspects of performance management, such as defining learning organizations, identifying employment situations affecting flexibility, and outlining grievance procedures. The project component involves re-developing a performance management process, creating key performance indicators (KPIs) for a chosen position, developing a performance management checklist for line managers, and proposing a financial training course. Furthermore, it addresses underperformance by completing a competency profile, suggesting improvement methods, and developing a training program for store managers on handling underperformance, including a flowchart summarizing the company's grievance procedure. The document provides a comprehensive approach to enhancing employee performance and organizational effectiveness.

Human Resources

Table of Contents
INTRODUCTION...........................................................................................................................3
ASSESSMENT 1- Written Assessment...........................................................................................3
ASSESSMENT 2 – PROJECT........................................................................................................9
Part A...............................................................................................................................................9
Introduction.................................................................................................................................9
1. Review the current performance management process and re-develop the process covering
planning, meeting, reviewing/monitoring with method(s) and timeframes. Provide an
explanation how they are aligned with the organisational strategic plan....................................9
Re-develop the process.............................................................................................................10
2. Choose one position from the organisational chart and develop specific and measurable key
performance indicators (KPIs) for that position which align with the organisational goals.....11
3- Develop performance management checklist for line managers to conduct formal
performance management session.............................................................................................11
4 a) Information kit explaining how to use the checklist you developed in Question .............13
b) Explain in front of the class how to use the checklist by using above information kit and
KPIs developed in Question 2 as an example (must be observed)...........................................13
5- Gained support from the Director and the Managers at each department by:......................13
6- Proposed financial training course........................................................................................13
7- Conclusion/ Recommendation-.............................................................................................13
PART B..........................................................................................................................................14
1. Complete the competency profile below to identify Marisa’s performance gaps.................14
2. What would you offer for Marisa to improve her performance? List at least THREE (3)
methods.....................................................................................................................................14
3. Develop a training program for all Store Managers how to handle underperformance like
Marisa
and deliver the program in the class (must be observed).........................................................14
5. You also need to inform Store Managers about the company’s grievance procedure.
Develop a
flow chart to summarise the procedure.....................................................................................15

REFERENCES..............................................................................................................................16

INTRODUCTION
ASSESSMENT 1- Written Assessment
Questions
1 What options are available when designing performance management processes?
 Planning and goal setting
 Management and Employee involvement
 Monitoring and Feedback
 Development and Improvement
 Reward and Compensation
2 a) Define a learning organisation in your own words.
Learning organisation is a type of firm that creates, acquire and transfer knowledge
among employees in order to enhance their skills and modify their behaviour to reflect
new knowledge (Zoogah, 2016).
b) List at least THREE(3) benefits of a learning organisation
 It improves innovation
 Increase productivity and profit of organisation
 Enhance ability for individuals and teams to adapt and embrace to change
3 Describe THREE (3) different employment situations you need to consider to
ensure the
flexibility of performance management processes.
 Quality of work
 Inappropriate behaviour
 Resistance to change
4 What are five (5) characteristics of a learning organisation?
 Collaborative learning culture
 Lifelong Learning Mindset
 Encourage innovation
 Forward thinking leadership

 Tea learning and knowledge sharing
5 a) Explain serious misconduct in your own words.
It is an action which can destroy the relationship between employer and employee.
b) List FIVE (5) examples of serious misconduct.
 Violence in workplaces
 Bullying and harassment
 Theft of Fraud
 Refusal to obey legitimate management instructions
 Negligence in performance of duties
6 List FIVE (5) possible objectives for performance management processes.
 Setting and defining goals
 Setting right expectation for employees and managers
 Effective communication between individual and teams
 Set performance standards
 Determining individual training and performance plans
7 Identify all of the people / parties that should be consulted for the implementation
of performance management processes.
 Top management
 Line managers
 Employees
 HR specialist
8 What can organisations do to ensure performance management related documents
are accessible and stored securely?
In order to store performance management related documents in secure manner,
organisation can store them within HR software (Lashmanova, Fedorova and
Kossukhina, 2016). They must determine what records they must need to have, take
inventor to see what records they are keeping, create document retention schedules
based on legal requirements and business needs, identify the best way to store each type

of record and create location for record storage.
9 Summarise grievance procedures in modern awards.
The grievance procedure helps in providing staff with a mechanism to resolve the issues
before it become some serious issues. The steps of grievance procedure are:
 Timely action
 Accepting the grievance
 Identifying the problem
 Collecting the facts
 Analysing the cause of grievance
 Taking decision
 Implementing the decision
10 You received feedback from employees attending a training course that it was not
helpful in
progressing the skills and knowledge. Explain the steps to resolve the issue.
 Keep learning programs relevant to learner's task and job
 Identify training needs
 Review adult learning principles
 Develop learning objectives for individual and businesses
 Implement training programme with employees
 Build culture of workplace learning
 Market company's learning and development program
11 When contracting a training provider for performance development, what do you
need to
consider?
 Check their track record
 Identify whether they offer customise
 Check their financial history
 Ask about support
 Check their training method
12 a) Why is it important to evaluate the performance management processes

regularly?
It is important to evaluate the performance management process as it helps to
understand how employees position is contributing to the goals of organisation (Tan,
and Wong, 2015). It also helps in improving the productivity of company and boost its
profitability while keeping everyone happy.
b) List FIVE (5) questions to evaluate the performance management processes.
 Are you measuring performance accurately?
 Is the performance management process drudgery?
 Are employees receiving meaningful feedback?
 Is the performance management process being executed properly?
 Is organisation setting clear expectation upfront?
13 What do you understand “mediation” to be?
Mediation is a process where parties discuss their issues and disputes through using
specialised negotiation technique and communication with the assistance of trained
impartial third person who can assist them in reaching out with settlement.
14 Explain each of the following terms:
• Coaching
: It is a process of developing and improving the performance of an individual person by
making them learn rather than teaching them. Coaching is provided by experienced
person, who is also called coach.
• Counselling
: Counselling is a procedure where an individual meeting with trained professional
counsellor in order to talk about problems and issues that they are facing in organisation
or in their lives.
• Disciplining
: It is a procedure to ensure that employees must obey the rules and orders. Discipline
helps in improving the habits and personality of an individual.
• Mentoring: Mentoring is a procedure of supporting and encouraging people to

manage their own learning for developing skills, maximising potential and improving
performance.
15 What do you need to consider when developing processes for performance
management?
 It must be aligned with business goals
 It must be simple and improve the performance of employees
 It should be compatible with existing system in organisation
 It must promote the training and development of employees
 It must generate real time reports to gauge employee performance periodically
16 How can you gain support from managers and employees for the performance
management
processes to work effectively?
By building trust and ensuring manager to contribute best performance in achieving the
goals and objective of business.
17 Explain the steps how to set effective KPIs.
Write clear objective for KPI: It is important that KPI needs must be connected with
key business objective.
Share KPI with stakeholders: Organisation must communicate their KPI with
stakeholders, if they are unable to share the KPI than employee and stakeholder are not
able to see the direction in which company is heading.
Review the KPI on weekly or monthly basis: It is essential to review the KPI on weekly
and monthly basis for their maintenance and development.
Make sure the KPI is actionable: KPI is actionable when review business objective,
analyse current performance, set short and long term KPI target, review targets with
team and review progress and adjust.
Evolve KPI to fit the changing needs of business: It is important to evolve KPI to fit
the changing needs of business as if they don't get updated it become obsolete.
Check to see that KPI is attainable: Organisation must set achievable target for
employees to see that whether KPI is attainable.
Update KPI objective as needed: KPI objective must need to evolve, change and update

on regular basis as they are not static.
18 List THREE (3) options you can offer for skill development.
 On the job training
 Mentoring
 E-learning
19 What are the reasons that individual performance gaps may occur?
 Lack of Job knowledge
 Changing job requirements
 Lack of understanding of role due to improper hiring
20 What kind of information would be useful for line managers to ensure quality
assurance
standards are being met in reference to monitoring performance of team
members?
 Quality policy and objectives is required by line manager
 Quality instruments
 Complying with regulations
21 Describe THREE (3) communication techniques you can use during the mediation
and
feedback process.
 Asking Good questions
 Encouraging creative Brainstorming
 Emphatically re-framing other's statements
22 Define unfair dismissal and list 5 key considerations to apply for unfair dismissal
that are set
out by the Fair Work Commission.
Unfair dismissal is a concept when employee fails to comply with fair procedure but the
reason was good for dismissal.
 Employee must have contravened a workplace rule
 Rule must be lawful and reasonable

 Employee must have knowledge of rule
 Rule must be uniformly applied
 Dismissal must be considered an appropriate sanction
23 Why is it important to record outcomes of performance management sessions?
It is important to evaluate how managers are encouraging and engaging their staff to set
expectations, plan development, address performance concerns and clarify roles.
24 What do you need to discuss with key stakeholders when delivering learning plans?
 Project drivers, purpose and goals
 precise roles and expectation
 How participation is measured
25 What information do you need to include when generating reports to advise
appropriate
managers on progress of learning and development programs?
 Responsibilities for learning and developmental
 Personal development plans
 The range of methods used to facilitate learning and development
 Access to range of learning opportunities and resources
 Equality of opportunity in learning and development
ASSESSMENT 2 – PROJECT
Part A
Introduction
It is the part A of project which mainly based on case study of ABC company which
deals in organic skin care products. Part A covers various questions which has being answered in
appropriate manner.
1. Review the current performance management process and re-develop the process covering
planning, meeting, reviewing/monitoring with method(s) and timeframes. Provide an
explanation how they are aligned with the organisational strategic plan.
Current performance management

The Current performance management mainly includes planning by employees and line
managers, meeting between employees and line managers & review or monitoring. In planning
by employees and line manager mainly review the employee's job description to determine if it
reflects the work that employee is currently doing, they also set yearly goals and identify training
needs (Shields and et. al., 2015) . In performance management process, ABC organise meeting
between employees and line managers once a year by interacting face to face. In meeting they
discus on updated job description and yearly goals, employee performance and also the line
managers send meeting record to HR. Company doesn't follow up the outcomes for meetings and
also they don't review the performance of employees.
Re-develop the process
Planning:
In planning stage, ABC must set employee's goals and communicate these goals in
efficient manner. It mainly includes overall strategy of business, personal objectives for
employees and teams that involves development goals, targets, specific task, actions and
behaviours.
Monitoring:
In performance management cycle, monitoring is considered as one of the main function
for achieving the goals (Nagel, 2015). The manager of ABC must meet with their employees on
quarterly and monthly basis in order to check their progress, assist in solving any problem and
offer help if needed.
Reviewing:
Reviewing is the other stage which must be considered by ABC while developing
performance management process as it helps in building collaboration with employees. Through
review, company can evaluate both the final result and process itself.
Rewarding:
It is a final stage of performance management process which must be implemented by
ABC Company. Rewarding is one of the important stage as it helps in increasing the employee
motivation (Gómez-Cedeño and et. al., 2015).
These are aligned with organisational strategic plan as it allows manager to plan and set
work targets in order to measure and monitor employee's effectiveness. The strategic goals are
created by aligning employee performance management with business strategy.

2. Choose one position from the organisational chart and develop specific and measurable key
performance indicators (KPIs) for that position which align with the organisational goals.
The one position from organisational chart is Human resource, the measurable and
specific key performance indicators for that position which align with the organisational goals
are Employee productivity, cost per hire and employee turnover rate.
Employee productivity:
The employee productivity is mainly calculated by dividing total sales with number of
employees (Ahmady, Tatari and Hosseini, 2016). Performance indicators for improving
employee productivity is improving the performance and efficiency of staff as higher the ratio,
better it is for company. ABC must measure the productivity accurately as it leads to greater
profit but it also helps in increasing employee recognition and motivation.
Cost per hire:
One of the straightforward HR KPI that helps in measuring the amount of resources
invested for each new employee they need. Human resource manager of ABC must measure cost
per hire according to the recruitment source and also identify which source is least expensive.
Employee turnover rate:
Employee turnover rate is another KPI of Human resource, it helps in measuring how
many of employee leave and voluntarily (Brewster and Söderström, 2017). It helps in indicating
the success of company in terms of retention efforts and plan for talent replacement. ABC must
ensure the low turnover rate as it is always better for satisfactory performance in long run and
also it brings lower recruitment cost.
3- Develop performance management checklist for line managers to conduct formal performance
management session
Performance Management areas/
Criteria
Yes No Comments
Aligning objectives with
organisational strategy
Through aligning
objectives with
organisational strategy,
company can increase
the productivity and
performance of