Performance Management Strategies and Analysis for CSL Healthcare

This report provides a comprehensive analysis of the performance management system within CSL Ltd, a healthcare organization. It examines the relationships between strategic, operational, team, and individual plans, highlighting key considerations for task allocation. The report proposes changes to introduce critical success factors and key performance indicators, emphasizing the significance of documentation in the performance management system. It explores various methods of formal and informal feedback, along with strategies for motivating and rewarding employees. A detailed discussion of a PDP (Personal Development Plan) is presented, including its effectiveness and alternative actions for performance improvement. The report concludes by addressing the benefits of proactive management of unsatisfactory performance and outlines the steps involved in employee termination. The analysis draws on various resources to provide a detailed overview of performance management best practices within the healthcare sector.

Running Header: Manage People Performance
Manage People Performance
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Manage People Performance Assignment 2
Contents
Introduction.................................................................................................................................................3
Question 1...................................................................................................................................................3
A. Relationship between the strategic, operational, team and individual plans........................................3
B. Five significant points to be considered while allocating the task to the employee.............................4
Question 2...................................................................................................................................................4
A. Changes proposed to introduce...........................................................................................................4
Critical success factors........................................................................................................................4
Key performance indicators.................................................................................................................5
B Significance of documentation in performance management system...................................................5
Question 3...................................................................................................................................................6
A Methods of formal and informal feedback...........................................................................................6
B Motivating staff through formal methods.............................................................................................6
C Different ways to reward and recognize the performance of employees..............................................6
Question 4...................................................................................................................................................7
A PDP......................................................................................................................................................7
B Effectiveness of the PDP plan..............................................................................................................8
C Other actions to improve performance.................................................................................................8
Question 5...................................................................................................................................................8
A. Benefits of being proactive in managing unsatisfactory performance.................................................8
B Steps of termination of an individual...................................................................................................8
Conclusion...................................................................................................................................................9
References.................................................................................................................................................10

Manage People Performance Assignment 2
Introduction
The concept health care has been referred to the term which is a generic concept which is
concerned to the provision of healthcare services to the required ones. This industry has been
considered as one of the biggest sectors which is also ranked in the list of providing the huge
contribution to the growth and development of the economy. The sector is mainly concerned
with the provision of medical services to the individuals. The business entities offer a diversified
range of services to the individuals1. The report has been analyzed on the performance
management system of CSL Ltd which is a health care organization.
Question 1
A. Relationship between the strategic, operational, team and individual plans
Budgets: the Departmental budget has been considered as the primary link between the strategic
and operational plan2. The budget provided by the strategic plans are projected revenues
whereas, the operational plan gives the more precise figure which can be used to measure the
growth of strategic plan.
Resource allocation: Determining the job duties and optimum utilization of the available
resources with the CSL Ltd can be considered as the main objective of operational plan whereas,
outlining the type of resources needed for accomplishing the goals and targets are the prime
objective of the strategic plans.
B. Five significant points to be considered while allocating the task to the employee
The below mentioned are the five traits which are to be significantly considered by the managers
in CSL Ltd while allocating the tasks to the employees:
1 CSL, Board & Management, 2017, http://www.csl.com.au/about/board-management.html.
(Assessed on 15th November 2017).
2 V.U. Druskat, G. Mount, and F. Sala, Linking emotional intelligence and performance at work: Current
research evidence with individuals and groups. Psychology Press, 2013.

Manage People Performance Assignment 2
 Passionate: The employees working at the organization are required to be passionate
towards their work and the organization.
 Communication skills: The employee is required to possess professional skills of
communication so that an appropriate exchange of data can be made possible3.
 Goal oriented: The employees are required to be goal oriented. This feeling develops a
spark to complete the task with efficiency and effectiveness.
 Organized and detailed focused: The goals are easy to attain if the work is executed in
an organized manner.
 Creative: The employees are required to have a creative mind which should be able to
generate ideas for the accomplishment of goals and targets.
Question 2
A. Changes proposed to introduce
Critical success factors
 Shared goals: The team should be guided to work and attain same vision and which
should also be aligned with the company's strategic goals and objectives.
 Defined roles and responsibilities: Defining clear goals and objectives are established
by the team leaders in the team, as without clarity confusions and issues will be raised.
This will affect the performance of the team members negatively4. Influence over the key
performance indicators
Critical success factors are the unique mechanisms which can be adoption by CSL for the
implementation of some particular strategies which will be proven beneficial for the business
3 D.L. Goetsch, and S.B., Davis, Quality management for organizational excellence. Upper Saddle River,
NJ: pearson, 2014.
4 K.D.V. Prasad, R. Vaidya, and V. Anil Kumar, A study on causes of stress among the employees and its
effect on the employee performance at the workplace in an International Agricultural Research Institute,
Hyderabad, Telangana, India. International Journal of Management Research and Business
Strategy, 4(4), 2015, pp.68-82.

Manage People Performance Assignment 2
entity. Success factors enable the business corporation to provide a determined goal or target and
also direct the focus on the success factor which is pre-determined. In case of CSL Ltd, the key
success factor determined by the business corporation is maintenance of a good quality level in
the products and services5.
Key performance indicators
The below mentioned is one of the examples of key performance indicator for CSL Ltd which
has been determined for measuring the determined and the actual performance attained by the
business corporation and the teams. For instance, Bed turnover can be considered as one of the
KPI for CSL.
B Significance of documentation in performance management system
Documentation forms one of the integral components of the performance management process.
These are also considered as the essential and legal requirements and also are the records which
can be utilized for future reference. Moreover, the leaders will also be aware of the capabilities
and skills of the team members which will enable the allotment of appropriate tasks as per the
capabilities. This will result in more effective outcomes6. Whereas, if the team leaders fail to
maintain appropriate documentation then it may lead various risks such as in the wrong
allocation of the task to in-sufficient teammate, workload over some employees and all this in-
turn will lead to the poor performance of the teammates and also a decline in the productivity
will be observed.
Question 3
A Methods of formal and informal feedback
The below mentioned are the two prime methods of formal and informal feedbacks which can be
adopted by the team leaders in CSL ltd:
Formal methods:-
5 S. Schaltegger, and M. eds., Wagner, Managing the business case for sustainability: The integration of
social, environmental and economic performance. Routledge, 2017.
6 J.R. Evans, and W.M. Lindsay, Managing for quality and performance excellence. Cengage Learning,
2013.

Manage People Performance Assignment 2
 One-on-one meetings: In this, the team leaders or the managers simply invite the team
member’s one-on-one basis for discussing the performance.
 Department meetings: In this method, the managers or the team leaders conduct a
meeting of their concerned departments and discuss the performance of all the teammates
or the employees of the department.
Informal feedbacks:-
 Coffee or lunch with the teammates: The team leads can directly invite the team members
on coffee or lunch and have an informal discussion with them regarding their
performances7.
 Informal meetings: The managers can also conduct informal meetings without giving any
prior notice.
B Motivating staff through formal methods
As a manager, the employees can be motivated by making use of various formal methods of
appraisals such as incentives and rewards can be offered. Distribution of incentives is one of the
best methods by which an individual can be motivated formally.
C Different ways to reward and recognize the performance of employees
The below mentioned are the four methods which can be adopted by the managers for
recognizing and rewarding the individuals within CSL Ltd:
 Monthly hero from Zappos: Zappos has been considered as one of the most effective
method of recognizing the individual’s performance. In this method, a specific reward is
offered to the best performer and he or she is supposed to pass the same reward to the
best employee in the next month.
 Survey the teammates: A detailed survey can be executed over the team metes for
evaluating their past and current performance which will aid the managers in recognizing
the individuals8.
7 E.M. Mone, and M. London, Employee engagement through effective performance management: A
practical guide for managers. Routledge, 2014.

Manage People Performance Assignment 2
Advantages of on job coaching
 On job training or coaching can be considered as one of the most simple and effective
media of providing training to the individuals within the organization.
 Moreover, as the job training methods are very much effective the expected outcomes are
immediate. The immediate outcomes are in the form of productivity which can be
increased or decreased as per the training.
Question 4
A PDP
Identified gap Development
activity
Details
(Provider,
location, etc.)
Objective of
development
activity
Timeframe Cost
1 Communicatio
n skills
enhancement
programs
Team leaders
will be taking
the training
sessions at
the office
premises
Develop the
interpersonal
skills to bring
growth in
performance.
Quarterly $ 5000
B Effectiveness of the PDP plan
The effectiveness of the PDP plan can be evaluated by the below-mentioned points which are as
follows:
 The effectiveness will be monitored on the basis of the learning gained from the training
and development plans.
 The outcomes will also be defining the effectiveness of the PDP plan.
 The next or the other methods for attaining the goals can also be considered as one of the
prime factors which can determine the effectiveness of PDP plan.
8 P. Bogetoft, Performance benchmarking: Measuring and managing performance. Springer Science &
Business Media, 2013.

Manage People Performance Assignment 2
C Other actions to improve performance
If the PDP plan does not seem to be beneficial, the team leader can choose other methods for
bringing improvements in the performance of the individuals and the same are as follows:
 Some strict policies or actions can be taken so as to build pressure over the individuals
 One-on-one discussions with the individuals or counseling can be taken for knowing the
issues if any
 Incentives and extra rewards can also be offered so as to motivate
Question 5
A. Benefits of being proactive in managing unsatisfactory performance
Proactive performance management is a positive approach to bring improvements in the poor
performance of the individuals. This approach offers a second chance to the employees for
proving their performance and bringing positive changes in the same9. This brings positive
enhancement in the dedication level of individual’s and which encourages them to work even
harder.
B Steps of termination of an individual
The following are the steps which can be executed by the managers of CSL Ltd while
terminating an individual:
 Distribution of an employee handbook
 Document desecrations
 Enforcement of disciplinary policy
 Investigation should be done before termination
 Making aware about the laws and rules
 Putting the employee on notice
 Be precise and accurate
 Fulfill the mandatory requirements
9 R.D. Austin, Measuring and managing performance in organizations. Addison-Wesley, 2013

Manage People Performance Assignment 2
Conclusion
After summing up the above-presented report it has been concluded that the managing the human
resource and their performance is a crucial task and it should be executed effectively. The above
report consists of the various approaches and methods for managing the performance of the
individuals within CSL Ltd which is a healthcare organization.

Manage People Performance Assignment 2
References
Austin, R.D., Measuring and managing performance in organizations. Addison-Wesley, 2013.
CSL, Board & Management, 2017, http://www.csl.com.au/about/board-management.html.
(Assessed on 15th November 2017).
Druskat, V.U., Mount, G. and Sala, F., Linking emotional intelligence and performance at work:
Current research evidence with individuals and groups. Psychology Press, 2013.
Evans, J.R. and Lindsay, W.M., Managing for quality and performance excellence. Cengage
Learning, 2013.
Goetsch, D.L. and Davis, S.B., Quality management for organizational excellence. Upper Saddle
River, NJ: pearson, 2014.
Prasad, K.D.V., Vaidya, R. and Anil Kumar, V., A study on causes of stress among the
employees and its effect on the employee performance at the workplace in an International
Agricultural Research Institute, Hyderabad, Telangana, India. International Journal of
Management Research and Business Strategy, 4(4), 2015, pp.68-82.
Schaltegger, S. and Wagner, M. eds., Managing the business case for sustainability: The
integration of social, environmental and economic performance. Routledge, 2017.
Mone, E.M. and London, M., Employee engagement through effective performance
management: A practical guide for managers. Routledge, 2014.
Bogetoft, P., Performance benchmarking: Measuring and managing performance. Springer
Science & Business Media, 2013.