University Management Performance Assessment Report: Kim's Analysis

This report analyzes a performance management assessment, focusing on an employee named Kim. The assessment includes evaluations of Kim's skills, performance expectations, job description understanding, and performance measurement methods. The report covers Key Result Areas (KRAs) and Key Performance Indicators (KPIs) related to financial targets, internal processes, and customer focus. It also addresses risk management, including personal and compliance risks, and proposes controls and monitoring strategies. The report further examines organizational issues related to sales revenue and customer satisfaction, suggesting improvements through feedback systems, reward programs, and customer service training. It also details the features of a performance management measurement process, including goal setting, feedback generation, performance appraisals, and record-keeping. The author proposes amendments to the goal-setting and feedback generation processes to align goals with market situations and improve communication. Finally, the report outlines the time and format requirements for a performance appraisal session, reviews Kim's performance scorecard, and assesses her performance during a probationary period, highlighting areas for improvement and additional training.

MANAGEMENT
Name of the student
Name of the university
Author note

Table of Contents
Assessment: 1.............................................................................................................................3
Assessment: 2.............................................................................................................................6
Assessment 3..............................................................................................................................8
Assessment task 4......................................................................................................................2

Assessment: 1
Question: 3
A meeting is arranged with the garden product manger in order to determine the skills
and expertise of Kim in doing the new job. In addition, it is also important to identify the
degree to which, Kim will be able to learn the new skills. In this case, I consulted with the
manager of Kim due to the reason that he will have the most idea about the performance and
effectiveness of Kim. I started the conversation with the manager of Kim by causal
discussion in order to create a friendly atmosphere with him. This helped me to build a
rapport with him and gather the most authentic review about the performance of Kim. I also
asked the manager about any achievements of Kim in terms of his performance.
I also conducted with Kim in setting the performance expectations. Kim was
consulted due to the reason that it is important for me to have the understanding about the
expectations of Kim and to what extent it can be fulfilled and vice versa. I tried to be friendly
as much as possible with Kim in order to have the deep insights about his expectations from
the new job. It is identified by me that he will able to fulfill the expectation of the new job
and he is also communicated about what performance is expected from him in his new job
position and he agreed.
Question: 4
Me: Hello Sir, Good Morning!!
Manager: Good Morning!!
Me: Could you please describe your position description?

Manager-. Yes, I will describe so. The job is about assisting the customers and in buying
hardware and homeware products. In addition, additional jobs related to sales will have to be
looked after by Kim. He is also communicated about the fact that he will be required having
proper knowledge about the products and he should be more focused to the requirements of
the customers. The description of the position is given to Kim in order to make him aware
about requirements associated with the job.
Me: Is the job description communicated?
Manager: Yes, it is. The job description is also communicated to Kim to determine his
attitude towards the job. In addition, I also tried to examine the effectiveness and skills of
Kim by asking various technical questions. I also tried a simulated situation where he has to
sell a product to me. This helped me in understanding about the aptitude of Kim in relation to
the given job role.
Question: 5
Me: Hi, how are you? Let’s describe how performance is measured?
Employee: Yes, It is also communicated to Kim about how his performance will be
measured. It is discussed that sales revenue and units will be considered as one of the most
common performance indicators. This refers to the fact that performance of Kim will be
determined by the number of units being sold by him in a quarter. The more will be his level
of sales, the more will be his performance. On the other hand, the performance objectives will
be determined based on the average performance of the same level of employees and also on
the level of performance of Kim in his first quarter. This is important due to the reason that if
the performance of Kim is not up to the mark then his performance objective will be revised
and vice versa.

It is noted that the performance objective of Kim will be to contribute 2 percent of the
sales of the branch. Thus, the performance requirement of Kim will be measured and
calculated accordingly. It is also discussed with Kim that the set target for him will be
gradually increased with the increase in his time span. It is also identified that Kim will be
given a 10 days job training prior to the start of his job. This will help Kim to have the better
idea about job to be done and he will be more equipped in his new job role.
KRA Activities/goals Measurement/KPIs Accountability/dependencies
Financial To achieve the
financial target of
revenue given
Sales revenue per
quarter
Will depend on the
potentiality of the market and
emergence of undue incidents
Internal
process
Will help in
mentoring the
junior employees
Average performance
of the department
Will depend on the attitude of
the other employees
Customer
focus
Will be customer
oriented and will
have the visionary
skills in dealing
with the
customers
Determination of the
level of customer
satisfaction
Will depend on the attitude of
the customers and service
providers from different
departments
Code of conduct is also discussed with Kim in order to provide the idea about the
standards that he should have to maintain in the workplace. This code of conduct includes

dress code and honesty and ethical values to be considered. This is important due to the
reason that Kim will be inducted in the sales job and he have to deal with the customers
directly. Thus dress code will determine his attractiveness towards the customers. In addition
he should also be considerable about the honesty and ethical values in dealing with the
customers without having any biasness and external influence.
Question: 6
Risk
Risklikeli
hood
Risk
impact Controls Monitoring Timelines Responsible
Personal risk Moderate high Looking after the
welfare of employees
along with their health
Determining the
health of
employees
Every
quarter
Sales
manager
Compliance
risk
Moderate High Monitoring the
activities of the
employees and the
extent to which they are
following the ethical
standards.
Determining the
feedback of the
customers
Every
quarter
Sales
manager
Assessment: 2
Answer to question 4
The issues that are faced by the organization are due to lack of sales revenue and
customer satisfaction. The performance management team must take steps to develop
appropriate systems to develop working conditions of the workforce. On the other hand,

amending positive workplace culture among the organizational framework will be helping the
business in enhancing the operations of the same while operating as per the objectives. The
key changes that are undertaken by the businesses are based on the identification of the issues
that are faced by the employees. Therefore, the companies might undertake feedback systems
in order to identify the issues that are faced by the employees. On the other hand, the reward
and recognition programs helps in boosting the morale of the employees and thereby
empower the same in fulfilling their individual; targets for the growth of the organization.
The organization might also take session and training of the customer executives in order to
induce qualities of suitable handling of the customers. It will be helping the organization in
maintaining the efficacy of the functions and strong customer relations.
Question: 5
One of the major features of performance management measurement process is the
goal setting process. This refers to the process of setting up the goals and objectives for the
employees in accordance to the organizational situation. The goals and objectives of the
employees are being set on the basis of the performance of the employee in the previous
quarter. In the current mode of performance management in the organization, goals for the
employees are being set according to the previous of the employees. Another major feature of
this performance management system is feedback generation system. This is helpful due to
the reason that gathering of the feedback from the employees are helping in changing the
approach of the human resource management strategies. This is also helping the upper level
management in having the idea about the issues with the employees.
Another major feature of the performance management system as now is provision for
the performance appraisals. This is also beneficial due to the reason that performance
appraisal is important in motivating the employees to perform better. This is also determining

the performance of the employees in the long term. Monitoring and development program is
also included in the performance management system. This is helping in having a continuous
process of evaluating the performance of the employees and changing the human resource
management approach accordingly. In addition, this is also helping in enhancing the skills
and expertise of the employees. The last feature of the performance management system
identified is the recordkeeping the needs of the workplace. This is helping in determining the
changing needs of the employees and providing their assistances accordingly.
One of the major amendments done by me is changing the approach of the goal
setting process. I have changed the process of determining the goal. From now on, the goal
for the employees will be set on the basis of organizational requirement and the market
situation and not on the basis of employee previous performance. This will help in having
more market oriented goals for the employees. In addition, I have also changed the approach
of feedback generation process as multi channel process. Thus, from now on, employees and
upper level management will be able to engage in feedback generation process from different
ways.
I have changed the process of the goal setting due to the reason that as of now the goal
setting process is based on employee previous performance and thus their goals are not
aligned with that of the market situation. Thus, the current process of goal setting is also not
effective and market oriented. On the other hand, the amendments done by me will help in
becoming more market oriented and achievement of the goals of the employees will help in
meeting the market demand. In addition, change in the feedback generation system will help
in having more effective communication process in the workplace. This will further help the
organizational stakeholders especially the internal stakeholders in having enhanced
connections among them and having effective decision making process in place.

Assessment 3
a. Time and place for the performance appraisal session
The time selected for the performance appraisal session is 70 minutes after the store
closure every alternative work day. In the weekends, a two hour session would be held for the
performance appraisal. This working time would be paid and the time (for the weekend)
would be selected based on the discretion of the mutual participating groups.
During the working days, the sessions would be held in the individual stores. On the
weekend session the session would be held in unison in the training room of the headquarters.
b. Timeframe and format requirements for submission of the supporting documents
The performance score card is to be submitted through an email chain addressing the
justification each scoring areas. The scheduled time for this submission is 7 days. At next the
documentation for the procedure and time allotment, per activity is to be submitted and the
time limit for this concerned activity is 10 days. The format for the submission of the
documentation of the formal training session is as discussed in the third appendix. The time
allotted in 18 days.
4. Review of the performance scorecard of the employee
Kim’s performance in the probationary 6 months is far from satisfactory. She was
supposed to have achieved an average sales rate of $8000 per month. Rather, her average
sales recorded have been $5000 for every month. The lag of $18000 worth sales rate shows
that there is acute lack of convincing and pursuing capacity in Kim. This in turn reflects that
she needs further training to mobilise the sales rate. It is expected that by the end of the
probationary 6 months, a sales employee like Kim should have achieved a revenue generation
rate of $10000 per month.

In spite of having adept knowledge of product information, it have been identified that
the employee is lacking skills of customer focus. That is why her score in this domain is 5 out
of 10 which should be expectedly 8 out of 10. Kim have failed to master the point of sale
strategy. She can only perform well when a customer voluntarily approaches her. However,
that rate is 2 out of 10. She has seldom only persuaded an employee to purchase the products
of a certain brand by convincing the certain employee.
The communication lapse seems more prominent when it is revealed that the time per
transaction is also quite high for the employee. Lastly, another weak point of the employee s
that she is not attentive during the training session and that is the easy why she have been
able to complete only 7 training session whereas the other new joiners have completed 20 to
30 training sessions. The one day long rapport building workshop have also not worked well
for Kim. In spite of showing initial interest in every sector of the job role, the employee have
failed to exhibit sustained effort of knowledge.
5. Plan of the informal coaching session for the employee
Coaching phase Notes/questions/planning
Goal and
performance
expectations
Initially the sales rate of the employee is to be kept low to
$7000 per month. In the training session, demonstration with
mock customer interactions is to be given to the employee.
It is expected that with tis training session, the employee
would be able to gain the desired sales rate. In case if this
session is successful, then the formal plan would be laid out.

Reality of actual
performance
After this session, the customer communication skills of the
employee was significantly developed. She was able to
initiate communication with 30% more customers, than
before. However, the power to convince the customers and
entice them to buy particular products was missing.
Opportunities to
develop
She is able to give significant description of the individual
products. However, she is not able to relate the specific
products with the immediate needs of the customer.
Willingness to
develop and
commitment
She has realised that she has huge scope of improvement
and wants to make improvements so that she can achieve the
desired sales rate. She is also willing to participate in more
training sessions even on non-paid basis.

Running head: MANAGEMENT
6. Formal Performance development documentation
Name and position:
Manager
:
Review period: 3 months
Reference
from
operational
plan
Key result area Indicator of success/
performance
Status
report/results
Reference
from 1.2
Development of
entrepreneurship in
developing sustained
interactions.
Successful interaction with
25 customers on daily basis
Success rate
achieved is 7
successful
conversations out of
25 interactions.
Reference
issues 2.1
Improvement of
customer feedback
On an average 3 out of 5
stars form the employee
Customer feedback is
2 and half out of 5
stars from the
concerned employee