Appendices

Performance Management
BSBMGT502 Manage people performance

BSBHRM512 develop and manage performance-management

processes
Appendix 1 – Performance management planning template

Performance objectives

Performance
management
objectives

Action plan

Action Resources Strategy/tactics Timelines

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Appendix 2 – Training strategy and schedule

Training objectives 1.

2.

3.

Actions

Timings Topic or session title Teaching or Assessment strategy Resources:

Delivery
Trainer
strategy
(number 1–
30)
Managers

60 mins Completing a store Short video Quizz Manager

stock take
Staff Demonstration Video monitor
Room
Clipboard
Stock sheets

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Appendix 3 – Service agreement

1. Service Agreement
Service Agreement dated: 3 January 2014

Between
Train Your Way Up

Service Agreement Sponsor – Director of studies for Train Your Way Up, Jan Powers

And
BBC Hardware Pty Ltd Human Resources

Service Agreement Sponsor – Susan Black, Human Resources General Manager

2. Scope of services
Sales training to upskill sales staff in the new sales model:

1. Greet the customer.

2. Proactively ask questions to identify the customer’s needs.

3. Present possible solutions and discuss sustainable or environmentally friendly options

where relevant.

4. Close sale and facilitate transaction.

5. Follow up to maintain customer relationship, gather feedback and lay foundation for
repeat business.

Service specifications
The table below describes the services to be provided under this Services Agreement.

Service Scope

Sales model training 4,000 employees

Training on sustainability policy and relevant 4,000 employees

products

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3. Fees and payment terms
The schedule below details the fees and payment terms for the services provided under this
agreement.

Service Fee Payment term

Total costs of training $2,000,000 Paid on completion of

delivery training by the fourth quarter
of FY 2014–15

4. Service level targets

Services provided under this agreement will be measured against the following performance
standards and timeframes.

Service Performance standard and timeframe

Sales model training 4,000 employees by the end of the fourth

quarter of FY 2014–15

Training on sustainability policy and relevant 4,000 employees by the end of the fourth
products quarter of FY 2014–15

Average assessment score 80%

5. Monitoring and reporting

Services will monitored according to the following reporting schedule.

Service Report Timing

Sales model training Summary of training Completed by the end of the

completion fourth quarter of FY 2014–15

Training on sustainability Summary of training Completed by the end of the

policy and relevant products completion fourth quarter of FY 2014–15

Average assessment score Assessment records Completed by the end of the

fourth quarter of FY 2014–15

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6. Dispute resolution
In the event that either party needs to raise a dispute the following process must be followed:

Issue identified

Service Agreement Sponsor from both parties

to be notified of issue

Service Agreement Sponsor from both parties to

discuss issue and agree resolution

In the event that Service Agreement Sponsors cannot

agree on a resolution the issue is to be escalated to
mediation

7. Signatures
I agree to the terms and conditions of this agreement.

Signed for and on behalf of BBC Hardware Pty Ltd HR

BBC Hardware Pty Ltd, HR general manager S Black

In the presence of witness David Ouspensky

Signed for and on behalf of Train Your Way Up

Train Your Way Up, Director of Training Jan Powers

In the presence of witness David Ouspensky

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Appendix 4 – Performance objectives processes

Which process (es) would you choose to achieve your objective

PM Objective Which process is most

suitable? (You may choose
more than one process)

1. Evaluate the performance of staff on the job to

determine whether they are performing above or
below the standard needed to do their job
properly.

2. Evaluate the performance of the organisation

to determine whether it is performing above or
below the standard needed to do reach
organisational objectives.

3. To help the employees in identifying the

knowledge and skills required for performing the
job efficiently as this would drive their focus
towards performing the right task in the right way.

4. determine a system of training and

development to help staff achieve greater
performance and to develop individual job goals
which are linked to organisational objectives

5. improve two way communication between the

job holder (employee) and the supervisor

6. improve staff motivation and morale

7. develop employee’s knowledge and skills by

providing training, personal and career
development

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8. realistically evaluate employee's performance
and providing accurate and constructive
feedback

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Appendix 5 – Policy and Procedure template

Policy Template

Policy Name:

Policy Number: Contact Officer:

Date Approved: Date for next review:

Overview

Aims & Objectives

Unit Teams

Responsibility for Performance Management & Training

Policy Implementation

Manager’s Responsibilities

Employee’s Responsibilities

Performance Management Framework

Equity

Performance Management KPIs

Funding
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Procedure Template

PROCEDURE #:

TASK DESCRIPTION:

DEPARTMENT: SOP#:

APPROVED BY: Date:

Procedure:
# Action Description Standard Required Who

If successful, sign and date:

Job title Name Signature Date

Employee/Candidate

Supervisor/Assessor

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Appendix 6 – Operational Plan template

Operational Plan
Operational Goal
Goals
Focus

KPI

Reason/Barriers

Department Department
Goals

Deliverables

Goal

KPI

Due

Progress 1

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Appendix 7 – Case Study

Case Study
Giovana is a payroll officer at BBC Hardware Pty Ltd. She has recently missed a couple of
deadlines on a project. Giovana has been pretty upset about this. She is a diligent worker,
however the organisation has started working on a new payroll system and Giovana is not
familiar with it.

You are Giovana’s manager and are familiar with your predecessor’s methods for dealing
with her. She would come out and yell at Giovana and then go back to her office. Giovana’s
staff files show that there have been no verbal or written warnings recorded against her.

As Giovana’s manager you have been managing Giovana more effectively. You have been
spending time to try and understand Giovana’s issues and have reallocated resources in
order to give Giovana some extra time until she is confident and competent in using the new
payroll system. You have not specified any timelines for a performance review to discuss
progress in meeting the required standard of performance or taken notes. You have also
offered extra training to her.

However in a meeting about her inability to meet her latest deadline, Giovana physically
struck you and walked out of the office. She has not returned.

Giovana contacted her doctor after the meeting and was given a medical certificate claiming
stress as the reason for her absence and given 7 days leave. This was sent to and received
by the organisation on the day following your meeting with Giovana. Giovana called and
verified with the Human Resources department that her medical certificate had been filed
within the organisation’s systems.

Three days after your meeting with Giovana you advised your supervisor that she had struck
you and has since been on sick leave. A meeting between you, your supervisor and the
Human Resources department is convened and a decision is made to dismiss Giovana on
the basis of serious misconduct. A letter was sent by registered mail to Giovana’s personal
mail address.

Two days later Giovana filed an unfair dismissal claim with Fair Work Commission. The
organisation received a letter from the FWC to attend a hearing.

Giovana wins the hearing as no evidence was provided by the company to support its case
of dismissal on the grounds of misconduct or serious misconduct.

The hearing went in Giovana’s favour for the following reasons:

o The employer failed to follow a formal disciplinary process.

o There was no impartial investigation carried out.
o There were no records of any notes provided by the employer to back the claims that
there had been meetings and reviews. The only written evidence produced was the
termination letter.
o The original version of the medical certificate was not produced in the hearing by the
company.

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 o Giovana produced a verified copy of her medical certificate in the hearing along with
email evidence from the Human Resources department confirming that the medical
certificate had been received by the organisation and entered into its files.
o No documented evidence of any meetings, coaching sessions had been kept by the
employer.
o No performance management review or development plans were presented by the
employer.
o There were no copies of signed agreements reviewing Giovana’s progress
(performance reviews and development plans) submitted by the employer.
o No written documents outlining timelines were given for monitoring or reviewing
Giovana’s progress were submitted by the employer.
o No formal disciplinary hearings had taken place prior to Giovana’s dismissal.
o Giovana was not formally stood down while an investigation was carried out.
o There was no physical evidence to support the serious misconduct claim that the
manager has been struck as no witnesses were called to verify whether an attack
had taken place.
o No senior managers or Human Resource department specialists were present in any
meeting where Giovana was being warned of poor performance.
o There was no evidence to support the claim of misconduct by Giovana. The manager
had not documented any written warnings in Giovana’s file. The only agreements that
had been reached between Giovana and the manager were verbal.

Giovana was awarded costs of approximately $5000 for lost salary and wages and a further
$5,000 for emotional distress.

After the decision was handed down, The Senior Human Resources Manager approaches
you to discuss the reasons behind the decision going in favour of Giovana. The Senior HR
manager wants a written report on his desk by the end of the week giving the background
and reasons why the decision went in Giovana’s favour against the organisation.

As part of your brief from The Senior HR manager, he would like to see a completed risk
assessment identifying areas that the organisation needs to address and implement in order
to prevent this type of situation occurring again. The information in the report will guide
whether the organisation will pursue an appeal.

Based on the findings of your report, The Senior HR manager decides not to proceed with
an appeal but to develop and implement a new Performance Management System

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Appendix 8 – Performance data

Summary of initial training outcomes

Description Outcome Target

Number of employees trained in new 367 4,000

sales model

Number of employees trained in 270 4,000

sustainability practices

Average assessment score of 90% 80%

trainees completing the training

Manager observation of trainees’ Randomised observations show that 45% of 80%

skills on-the-job (use of the new sales trainees apply some features of the sales model
model; knowledge of sustainability they were trained in and there is some use or
practices) mention of sustainability practices

Revenue per trained $20,000 $35,000

salesperson/month

Customer awareness of sustainability 68% of customers are aware of sustainability 95%

practices practices aware

Customer experience satisfaction 67% of customers report being satisfied with 95%
ratings their BBC Hardware Pty Ltd shopping satisfied
experience

Interviews with employees and level 1 feedback

Interviews with sales employees immediately after training found that sales employees:

● reported that they enjoyed training very much

● had thought the training and assessment would be much more difficult than it turned
out to be
● found the ten question multiple choice assessment easy and convenient
● are not sure if they would be able to apply knowledge in face-to-face dealings with
customer.

Interviews with managers

Interviews with line managers yielded the following general observations:
● Employees displayed initial enthusiasm after the training
● Employees are generally unable to transfer learning to actual interaction with
customers, for example:
● sales staff do not mention sustainability as important differentiator for BBC Hardware
Pty Ltd
● sales staff do not follow sales model and forget to ask customers about their specific
needs and possible future needs.

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Appendix 9: Question checklist for groups

Group work

□ Analyse organisational strategic and operational plans to identify relevant policies

and objectives to be addressed in integrated performance-management processes?

□ Develop objectives for performance-management processes to support

organisational strategy and goals and to build organisational capability?

□ Design methods and processes for line managers to develop key performance
indicators for those reporting to them?

□ Develop organisational timeframes and processes for formal performance-

management sessions?

□ Ensure performance-management processes are flexible enough to cover the

range of the organisation's employment situations?

□ Consult with key stakeholders about the processes and agree on process
features?

□ Gain support for implementation of the performance-management processes?

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