BSB50215/BSB51915: Manage People Performance Project

This project delves into the multifaceted realm of managing people performance, offering a detailed examination of the human resource manager's role within a multinational corporation. The assignment begins with an exploration of job descriptions, key tasks, duties, and responsibilities, emphasizing the importance of staffing, recruitment, training, development, and performance management. It then proceeds to a deep dive into performance assessment, outlining job descriptions, key result areas (KRAs), and key performance indicators (KPIs). The project incorporates a KPI checklist, performance agreements, and development agreements. A crucial element of the project involves conducting a risk analysis to identify potential factors that could impede the achievement of KRAs. Part B presents a case study focusing on managing underperformance, with questions addressing solutions for employees facing personal challenges and the process of conducting a meeting with a supervisor. Finally, Part C emphasizes the importance of feedback, outlining steps such as regular informal feedback, need analysis, training programs, and formal feedback sessions to improve employee performance and motivation.

Running Head: MANAGE PEOPLE PERFORMANCE 0
MANAGE PEOPLE PERFORMANCE
Student name
5/13/2019

MANAGE PEOPLE PERFORMANCE 1
Contents
Introduction to the Job description..................................................................................................2
Part A...............................................................................................................................................2
Task 1: Work plans in accordance with operational plans..........................................................2
Tasks........................................................................................................................................2
Duties and Responsibilities......................................................................................................3
Task 2: Performance assessment.................................................................................................3
Job Description TO KRA TOWARDS KPI............................................................................3
KPI CHECKLIST....................................................................................................................4
Performance agreement...........................................................................................................6
Development Agreement.........................................................................................................7
Task 3: CONDUCT RISK ANALYSIS......................................................................................8
Part B: a Case study.........................................................................................................................9
Task 1: Manage Underperformance............................................................................................9
Question 1................................................................................................................................9
Question 2................................................................................................................................9
Part C: Feedback............................................................................................................................11
References......................................................................................................................................13

MANAGE PEOPLE PERFORMANCE 2
Introduction to the Job description
Managing people is a crucial aspect of an organization. As every individual and their behavior in
an organization are different, this makes the job of managing people more difficult. The report
will include detailed analysis of the job description of human resource manager in a
multinational corporation (Bailey, 2018).
Part A
Task 1: Work plans in accordance with operational plans
The human resource manager is responsible for a various task in an organization like guiding and
managing the establishment of HR services, programs and policies. The job role and
responsibility of the manager varies from the organization level and needs of the organization
(Edelman, 2017).
Tasks
There are a large number of task, some of the key task associated with the job profile of HR
manager in an MNC is
 Staffing and recruitment
 Training and development
 Performance management
 Employee relations
 Workforce diversity
 Compensation and benefits

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Duties and Responsibilities
Human resources manager is responsible for the above listed tasks where the primary objective is
to develop a strong workforce, and since the company is an MNC diverse workforce is to be
recruited and developed, concerned regarding workforce health, safety, and maintaining
employee relations. Analyzing the requirement of human resources in an organization and
implementing staffing process, and recruit the best candidates for the job is the key responsibility
of the HR manager. For training and development, an HR manager is responsible for induction
training that is the training that will be provided to the employees as they enter the organization,
and HR managers will develop various other training programs. Moreover, performance
appraisal and management would be the HR manager’s duty to perform to increase
organizational efficiency as a whole. Therefore, it can be said that the overall responsibility of
HR manager would include maintaining harmony and analyzing if the number of recruited
people are appropriate as it could increase the cost to the company in case of excessive staffing
and would also lead to not optimize use of human resources in organization (Ford, 2017).
Task 2: Performance assessment
Job Description TO KRA TOWARDS KPI
Job Descriptions (JD)
(Task, Duties and
Responsibilities)
KEY RESULT AREAS
(KRA)
KEY PERFORMANCE
INDICATORS (KPI)
1 Staffing and recruitment 1 Talent acquisition 1. Hiring quality
2 Workforce diversity 2. Fulfillment time

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3 induction training 3. Diverse employees
1 Training and development 2 Capability Building 1. Employee productivity
2 Performance management 2. Return on investment
3 Compensation and benefits 3. Employee retention
4 Employee relations
KPI CHECKLIST
KEY
RESULT
AREAS
(KRA)
KPI’s SPECIFIC
What will
you measure
MEASURABLE
How will you
measure
achievement
Is it attainable
and relevant to
the role
TIME-
BOUND
When
will you
review
1.Talent
acquisition
1. Hiring
quality
The work
quality of
employees
hired
This can be
measured through
productivity and
the number of
errors in work.
This is relevant
to the role of
staffing and
recruitment that
is recruiting the
best quality
employees
This can
be
reviewed
in the
next six
months.
2.
Fulfillment
The cycle
time from
Vacancy cost It is relevant to
the effective
This can
be

MANAGE PEOPLE PERFORMANCE 5
time date of
requisition to
offer letter
issue
recruitment and
staffing process
reviewed
in a
month.
3. Diverse
workforce
Cross cultural
teams
Variety of
competencies and
skills in every team
The role of
recruiting and
Workforce
diversity
In the
next eight
months
2.
Capability
Building
1. Employee
productivity
Employee
efficiency
will be
measured
Employee
productivity rate
The relevant role
for this KPI is
training
programs and
performance
management
6 months
2. Return on
investment
Productivity
as per the
cost to the
recruitment
and training
Return on the cost
to recruitment and
training
The relevant role
for attaining this
KPI would be
performance
management
12
months
3. Employee
retention
Retaining
employees
Employee turnover
rate
The relevant role
for attaining this
KPI would be
12
months

MANAGE PEOPLE PERFORMANCE 6
motivating
employees and
the role of
compensation
and benefits
Performance agreement
Performance Agreement
Employee: John Role: Business development representative
Date: 1 may 2019 Review Dates: 15 April 2019
Task/
responsibilities
Key outcomes Development required?
1. Customer
relations
 Increased Customer retention
 Increased Customer Loyalty
 Customer relationship
management
 Personality development
2. Lead generation  Increase in the number of
customers
 Increase in sales revenue
 Product knowledge
 Effective communication
 Cultural training
3. Negotiating  The decrease in the bargaining  Negotiating skills

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power of customers
 Customer retention
 Convincing skills
Employer
Signature:
Employee
Signature:
Development Agreement
Areas for development Actions (for next six months)
 Customer relationship management
 Personality development
 CRM training
 Online course
 Personality development workshop
 Product knowledge
 Effective communication
 Coaching (Losch, 2016)
 Interactive sessions
 Negotiating skills
 Convincing skills
 On the job training
Employer Signature:

MANAGE PEOPLE PERFORMANCE 8
Employee Signature:
Task 3: CONDUCT RISK ANALYSIS
Key result area
(KRA)
Factors that could result in Non-
achievement of KRA
Measures to minimize the risk of
required result not being achieved
Talent acquisition  Quantifying risk  Effective staffing policy
 Recruitment of right
number of people for the
appropriate position
Capability Building  Increase in cost to the
company
 Effective performance
management
 Effective training and
development (Recker,
2013)

MANAGE PEOPLE PERFORMANCE 9
Part B: a Case study
Task 1: Manage Underperformance
Question 1
The responsibility for the issue identified was of Jenny who is facing some short-term personal
problems. This is affecting the overall organizational reputation that has to be considered, the
options that can be considered by the manager. One of the options would be to provide the
temporary facility of child crutch near organization or within the organization. This would lead
to help to Jenny being a single mother and solve the organization problem. Another solution to
the problem could be a temporary job rotation that is providing Jenney with another job profile
for a temporary time, as the complaints must not increase than this. The job profile to which
Jenney would be assigned to could be a profile that would provide some leverage (Santos, 2015).
Question 2
The meeting is to be conducted with Daren, who is Jenny’s supervisor regarding Jenny’s
problem. The meeting is the crucial aspect as this is an official meeting which would include
questing employee which can be challenging and need to be effectively planed. The initial step
that the Operational manager can adopt for the meeting could be the performance analysis of
Daren; this will identify the key responsibilities of Daren and their performance strengths and
area for lacking the effective performance.
After performance appraisal, specific agenda for the meeting and scheduled time must be set in
order to be on the point at the meeting. In the case, the major agenda is to understand the reason
for Daren to not taken relevant action for poor performance by his subordinate.

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After considering specific agenda key points would be addressed. The key points in meeting with
Daren would include key performance measures of Daren, unsatisfactory work performance by a
subordinate, underperformance issues, reason or not acknowledging Jenny’s performance
problems.
After addressing the key topics to be discussed in the meeting, the stage would be listening to the
Daren. This would include providing efficient time to Daren to explain his point of view and his
answers to the relevant key points addressed. This must be an interactive meeting where the
other person has time to explain the reasons and reasons for lacking area in performance
analysis.
Next step would be to open up for roundtable that is to understand the issues Daren is facing,
which could be the cause for lower productivity or complaints by clients. The last stage for this
meeting plan would be to come up with the idea and solution to the addressed problem and
setting up of SMART objectives to solve the problem (Pansari & Kumar, 2016).

MANAGE PEOPLE PERFORMANCE 11
Part C: Feedback
Motivation and performance improvement is the key aspects to be considered by the manager,
for which regular feedback would be provided. The importance of informal feedback can be
understood through the specific steps taken by the manager for performance improvement, where
the base would be informal feedback.
1. Regular informal feedback
An informal feedback includes assessing the subordinated to understand the performance of the
employee that is going as per the schedule and benchmarking. This is to get employees to know
what they are doing immediately instead of making them understand at the completion of the
task. This will be responsible for continuous improvement.
2. Need analysis
This step would include addressing the key areas where the employee is lacking and understand
the reason for lacking performance. This is comparing the actual performance and the standard
performance and analyzing the gap in the current performance of the employees.
3. Training programs
In case, the identified problem is competency or skills gap for the individual. Training will be
provided to the employees, this could include on the job coaching or other relevant activities for
the training program.
4. Reporting