Managing People: Performance Assessment and Improvement Report

This report provides a comprehensive analysis of managing people within the context of the Sunny Side Outlet. It begins with an examination of employee duty allocation, emphasizing the importance of aligning roles with individual qualifications and experience. The report then explores the establishment of goals, objectives, activities, and their impacts, along with performance evaluation methods. A significant portion of the report is dedicated to the allocation of duties, detailing the responsibilities of different employees and the metrics used to measure their performance. It also covers performance standards, the code of conduct, and individual work plans. Risk analysis is conducted to identify potential challenges to the implementation of the work plan. Furthermore, the report delves into performance assessment protocols, training plans, and performance management processes. It includes feedback and recognition plans, coaching strategies, and steps for formal feedback, culminating in a discussion of performance records and strategies for addressing both high and poor performance, including potential promotion, compensation adjustments, and disciplinary actions such as warnings and, in severe cases, termination. The report emphasizes the importance of continuous monitoring, feedback, and employee development for overall organizational success.

Running head: MANAGING PEOPLE 1
Managing people
Student Name
Institution

MANAGING PEOPLE 2
Part A
Q1
Every employee should be allocated duties which are relevant to his/her training, qualification
and experience gained. To effectively allocate work Sunny Side outlet should perform the
following tasks.
Properly training new employees on customer services.
Improve the rewarding system.
Improve communication between the manager and employees
Setting out actions to be taken if the results are not achieved.
The key result areas which need to be addressed are;
Improving the employees’ behavior and attitude.
Improving the quality of customer services.
Minimizing the level of employee turnover.
Q2.
Goals.
This refers to a broad statement that in most cases is unrealistic of why the organization exists. In
this case, Sunny side outlet’s goal is to be the best and efficient outlet offering quality women
outfits to its customers.
Objectives sunny side outlet

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Objectives refer to realistic and tangible targets or even achievements that need to be made to
achieve the set goals. In our case, sunny side outlet needs to have the following objectives which
include; ensuring new staff is well trained on customer services, ensuring there is proper
communication between the manager and employees. Ensure employees are well rewarded and
motivated and ensure that there are set guidelines on actions to be taken if results are not
achieved.
Activities of Sunny side outlet
Refers to actions or interventions that should be taken to ensure the objectives of the
organization are achieved. Sunny side outlet should perform the following activities which are
not limited to increasing the quality of customer services, increasing the employee’s behavior
and attitude, controlling employee turnover and increasing customer satisfaction.
Impacts of the activities
This refers to the effects of the activities or interventions on the objectives of the sunny side
outlet. Well, selected activities will have positive impacts on the objectives of the firm. The
impacts include offering quality customer services, reduced employee turnover, improved
customer behavior and attitude and lastly increase customer satisfaction.
Evaluation of the activities
This refers to determining if the set objectives, activities or interventions have been achieved,
determining the impact of the activities of the firm and if there are deviations in the plan of the
organization. The evaluation will be done by observing employee retention in the organization,
customer acquisition, and retention, the market share, feedback and performance indicators.

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Q3.
Allocation of duties in sunny side outlet
Duties will be allocated according to the employee qualifications and experience.
Steven who has experience dealing with customer and high rate sales will be responsible for
handling phone answering services because he is capable of professionally dealing with
customers and also handle high rates of customer orders. The employee will be given the
resources needed to perform his duties and also be rewarded if he achieves his target. The
employee will also be trained to improve his efficiency in phone answering services. The metrics
for measuring performance will include customer acquisition, customer satisfaction, and
retention.
Tom who has experience in fashion trends and has a degree in trading and management will be
responsible for handling customer retail services in the organization. This is because he has the
skills needed to handle customer needs regarding styles and trends. Tom is a new employee, and
he will require training to effectively perform his duties. The employee performance will be
measured by observing the quality of services offered, improved market share and customer
acquisition.
Anne who has skills in managing stock will serve in storage and take stock. This because she has
the needed experience to handle the operational area. She is currently placed in customer retail
services but she has a bad attitude and this makes her unable to provide the needed services to
customers. The performance will be measured by efficiency in stock taking and effective storage
facilities.

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John will serve in parking/shipping stock operational area. This is because he has the needed
energy to effectively pack stock to different destinations. Having no experience in this
department, he will be trained and given the needed resources that will enable him to execute his
duties well. The performance will be measured by customer satisfaction and quality shipping
services.
Mickey who has a degree in business management will work in receiving order/stock operational
area. This because she has the needed knowledge to handle stock effectively. Mickey will be
given the needed resources that will enable him to get the needed train so that he can perform his
duties well. The performance will be measured using metrics such as high rate of orders,
customer retention, and increased sales.
Q4.
The organization has set both quantitative and qualitative performance standards. The
quantitative standards set include achieving and accomplishing tasks within the given budget,
realizing high revenues and profits and producing a high quantity of products using minimal
resources. The qualitative performance standards set include ensuring customer satisfaction and
offering quality products to customers. The set code of conduct of employees in this firm
includes performing high quality work, being competitive, being open and honest during
communications, being trustworthy, excellence in customer service and performing duties and
services in good faith.

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Q5.
The following is an individual work plan for the team.
INDIVIDUAL WORK PLAN
Sunny Side Outlet
Goal(s)
To become the most efficient outlet dealing in women outfits.
Description.
Sunny Side Outlet is determined to rise against all the odds to become the best women outlet.
The company will do everything possible to achieve its objectives and goals.
EMPLOYEE POSITION KEY RESULT AREA ACTION IF TASK NOT UP
TO STANDARDS
Customer services To improve the customer
satisfaction.
To improve the quality of
services offered.
To improve customer
retention.
To train the staff to improve
their operations.
Review the set standards
Retail staff To improve the number of
order received.
To increase the sales.
To improve customer
satisfaction.
To train the employees.
To conduct periodical
reshuffling of staff.
Store Supervisor To improve stock taking To train the employees.

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services.
To improve the storage of fast
moving products
To improve the compensation
of the staff to motivate them
Handling staff To improve the
shipping/packing services
Opt for extra working hours
with pay.
Train the employees to
improve their performance.
Q6.
There is also the need to conduct the risk analysis to determine the areas in the workplace and
possibilities the may hinder the implementation of the set work plan.
Task description/risk areas in Sunny side
outlet
Risk
process
Risk
communication
Risk analysis
management
Primary risks Improving sales
Improve shipping
services.
Improve customer
satisfaction
Employee retention
Medium
Low
Medium
Medium
Employees in
each department
should
communicate the
possibility of the
risk to the
manager
Lowering the
selling price.
Have shipping
contracts with
other shipping
agencies.
Improve the
compensation of
the employees.
Secondary risks Improve the quality of
services.
Medium Employees in
each department
Seeking the
opinions of

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Improve customer
retention Medium
should
communicate the
possibility of the
risk to the
manager
experts.
Offering
discounts and
bonuses to
regular clients.
Other risks Sickness and
emergencies.
Legal regulations
Medium
Low
The manager
should anticipate
for this risks all
the time.
Training staff to
be able to multi
task.
Seeking services
of legal experts.
Part B
Q7.
To effectively ensure the plan is working, there is need to conduct performance assessment. The
table below will help to conduct the assessment process.
Performance management protocol and timeline
Sunny side outlet
Design features Guiding principles Review process
Employee duty statement To perform all the duties
allocated by the manager.
The duties are performed as
expected.
Performance indicators To improve the quality of
services offered.
90% of all performance
indicators have been

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To improve customer
satisfaction
achieved.
Staff development plans Offer training after every six
months
Though the duties are
performed well, there is need
to train the staff.
Recognition for performance Rewarding staff for
exemplary performance
The best performers are
rewarded without
discrimination.
Feedback Efficient channels of
providing feedback are
established
The feedback provided is
used by the management to
improve service delivery.
Grievance procedure Employee grievances are
addressed well by the
established channels
80% of all grievances are
well addressed.
Formal performance reviews After six months, formal
performance reviews are
issued to the employees.
The performance of the
employees reviewed after
every six months to check
their progress.
Q8

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Training plan
There is need to train the employees to improve the quality of services offered by sunny side
outlet.
TRAINING PLAN
Sunny Side Outlet.
Employee name.
Trainer
Venue
Date
Employee
position
Areas requiring
improvement
Professional
development
required
Strategies for
improvement
Outcomes
sought and
by when
Schedule
for
monitoring
progress
Customer
services
Communicatio
n skills
Proper
business
communication
skills
Creating
awareness on
importance of
communication
skills
Quality
services
should be
achieved
after one
week
Review
after two
weeks
Retail staff Order receiving Training on
handling
different orders
Training staff Handling
high rate
orders after
two weeks
Review
after one
week

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Store
Supervisor
Proper
inventory
management
Different
inventory
management
techniques
Attending
inventory
related
seminars
Efficient
storage of
products
after one
week
Review
after two
weeks.
Handling
staff
Efficient
packaging
methods
Professional
products
packaging and
shipping
Benchmarking
in other
organizations
To offer
satisfying
packaging
services
after one
week.
Review
after three
weeks
Q9.
The purpose of performance management is measuring and improving effectiveness of people in
a work place. The purpose of formal performance is to enable the employee prepare for the
review, ensure the employee is able to give feedback and what is the future of the employee in
the organisation. Ensure all staff participate in performance reviews, receive written evaluation
of their performance and the record be kept in employee file and also be given a copy.
Q10.
Continuous performance and monitoring can be enhanced by creating performance plans, give
the employees feedback, provide coaching and discuss the performance of the staff with them.

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Reporting for the performance review should be 12 months like in many organizations. The
manager should also provide each employee with the requirements expected from him.
Part C.
Q11.
There is need to provide feedback to employees and below is the feedback and recognition plan.
Performance improvement plan
Sunny Side Outlet.
Areas of excellence performance Customer services, receiving orders, phone
answering, and packaging stock.
Areas needing improvement Storage and taking stock
Strategies for improvement Give warning notice to Anne because she is
lazy and spot checking for improvement.
Details of informal feedback Recommendations for improvement
Details of formal feedback Action plan to improve performance.
Praise and acknowledgment Giving thanks cards and small gifts to high
performers
Schedule for monitoring progress Review the progress after one month after the
issue of the feedback
How to address the poor performance will be first by identifying the problem and in this case,
Anne has bad altitude. Counselling support is needed because Anne’s problem is persistent. In
this case the problem with Anne appears to be deliberate and so her services should be
terminated.

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Q12.
The role of coaching is to help bring out the best in a person as it helps improve the skills of a
person. On the job coaching can be conducted by providing regular employees. The ones
performing well are helped to develop their skills further. Those performing poorly should be
given advice, coached and counselled to improve their performance.
Q13.
Steps for formal feedback are;
1. Staff are given time to prepare for the formal review.
2. Give feedback constructively.
3. The review process should be two way.
4. Don’t dwell on the past, deal with future of the employee.
5. Follow up.
Q14.
Performance records should be well recorded and stored for future decision-making purposes.
Avoid generalizing situations when it comes to giving feedback. It sholud be recoreded in
performance improvement plans.
Part D
Q15.
The staff who continue performing well will be promoted or their compensation increased. This
will help to motivate them and encourage them to keep performing well. Poor performers will

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get three warning letters within a year. Failure to improve their performances will result in
dismissal from their duties. Training should also be offered to improve performance and seven
keys of coaching should be used.
Q16 &17.
Lee should be trained and helped so that he can perform his duties well. Lee should be assigned
to a counsellor for counselling sessions and it should be paid by the employer. If lee does not
improve, feedback should be provided to him through writing and if he does not respond
positively to the feedback, he will be dismissed on grounds of poor performance.
Q18.
The procedure for termination include ensuring there are reasonable grounds for termination.
The employee is notified of the termination and given time to respond. The employee should be
told that previous employee who had the same performance were dismissed so that it does not
appear like discrimination.
Q19.
Specific ways of reinforcing excellence in performance and recognition include personal
recognition, verbal praise, written praise, a letter of commendation can be written, a thank you
card can be offered to the employee, a small gift and even a personalized certificate of
achievement can be offered to the employee.

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References
Learners guide.