Australian Hardware: Performance Management Procedures and Plan

This report addresses the development and management of performance management processes, specifically within the context of Australian Hardware. It outlines the importance of effective performance management procedures for ensuring fair treatment of employees and aligning workforce goals with organizational objectives. The report details the intentions of performance management, including setting objectives, establishing expectations, and enhancing communication. It further explores a process for Key Performance Indicator (KPI) setting using the KPI Karta method, emphasizing the importance of aligning KPIs with critical success factors. The document also presents a plan for implementing performance management processes, including action steps, resources, strategies, and timelines for setting expectations, providing feedback, evaluating performance, and reviewing results. References to relevant sources are included to support the analysis and recommendations.

Running head: PERFORMANCE MANAGEMENT PROCEDURES AND PLAN
IMPLEMENTATION 1
Performance Management Procedures and Plan Implementation
Student’s Name
Institutional Affiliation

PERFORMANCE MANAGEMENT PROCEDURES AND PLAN IMPLEMENTATION 2
Performance Management Procedures and Plan Implementation
Performance management procedures ensure that all workers are treated fairly.
Besides, it provides supervisors with an approach and guidance that allows them to communicate
the working standards that are expected. Due to this fact, effectual performance management
procedures must focus on aligning an organization’s workforce, and enhancing worker
development and performance. Alternatively, a plan implementation is a process of applying a
strategic plan that provides a corporate with a guideline it needs to pursue certain performance
goals.
Intentions of Performance Management
The first goal of performance management is to set and define intentions to fulfill
structural objectives. Notably, a purpose setting is a profitable way of initiating better
performance among workers. Due to this fact, it allows the employees to prioritize on important
details, and aligns personal objectives with those of the enterprise. Therefore, as a manager, he or
she must set goals that benefit both business and worker performance. The second objective is
setting the right prospects for employees and managers. As a supervisor, one must place
manageable expectations for his or her employees, which will enhance corporate performance.
As a result, it will encourage the individual development of the workers. The third objective is to
enhance effective communication between teams and individuals. Importantly, altering
workplace subtleties brings a cultural shift to today’s workroom. Thus, an organization with a
good communication culture results in workers who engaged, which helps them align their
individual goals with that of the business.
A Process for KPI Setting

PERFORMANCE MANAGEMENT PROCEDURES AND PLAN IMPLEMENTATION 3
One can use the KPI Karta method to identify the procedural steps in identifying the
best KPIs for a business. First, a manager can establish the objectives of the corporate, for
instance, increasing sales through brand awareness and e-commerce. Second, the latter can
establish the “Critical Success Factors” (CSF) from the objectives. The CSFs will comprise
certain conditions that enable a manager to meet the goals of the enterprise within the set time
frames (Enhorning, 2013). Third, the manager can develop KPI from CSF by calculating the
percent of clients that visit the hardware within 12 months. Fourth, the manager may collect the
data obtained from step three. He or she may also measure the lowest level data that can be
obtained from the firm’s analytic reports. Lastly, the former may calculate metrics from the data.
Notably, for a measure to be termed as a KPI, the metric must be essential enough to inform how
the company is performing. For instance, the number of sales the Australian hardware makes
within 12 months.
Developing and Implementing Performance Management Processes
Action Resources Strategy Timelines
Set Expectations Training resources The manager may
meet with each
worker to discuss
which behaviors and
results are expected
of them. Thus, he or
she may set some
deadlines on when to
From January to
March

PERFORMANCE MANAGEMENT PROCEDURES AND PLAN IMPLEMENTATION 4
attain
Observe and Assist
them Perform
Mid-year Check-in The manager may
give continuous
feedback and coach
them regularly.
From April to July
Evaluate their
performance
Behavior checklists The manager may
write an assessment
that describes the
worker’s strengths
and limitations, and
where they need to
improve (Unito
Team, 2018).
From August to
October
Review Results with
Them
End-of-year
discussion
The manager can
share his or her
observations,
evaluations, and
responses, and
request the
employees to give
their personal opinion
on what they did
well, and what they
From November to
December

PERFORMANCE MANAGEMENT PROCEDURES AND PLAN IMPLEMENTATION 5
can improve on.
References

PERFORMANCE MANAGEMENT PROCEDURES AND PLAN IMPLEMENTATION 6
Enhorning, P. (2013). 5 steps to actionable key performance indicators. Unilytics. Retrieved from
https://unilytics.com/5-steps-to-actionable-key-performance-indicators/
Unito Team. (2018). Implementing performance management in 4 steps. Unito. Retrieved from
https://unito.io/blog/implementing-performance-management/