Managing people performance
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To be marked competent in this unit, students must respond to all points in the project. A be comprehensive, detailed, demonstrate appropriate research procedures and be supported by suitable references.
Read the following case study and critically analyses the situation and write a report in while outline the issues and problems faced by the organization’s members. Describe how you address them. Justify your answers and give detailed reasons for your intended actions.
Your up-line manager has called you into the office to discuss a situation they have only aware of. One of your major customers, Organization X, has expressed dissatisfaction with service provided by your organization. You have an ongoing contract to supply this customer goods until the end of the year. At this time the contract will be re-negotiated. Apparently Organization X has expressed their dissatisfaction on a number of previous occasions, but there has been no real improvement. As a result of the poor service and the problems with supply manager of Organization X has strongly suggested that the contract will not be extended fact, be offered to another organization.
The problems have been traced to your department/section. One of your team members tardy in processing the orders and sending them through to the necessary supply department when representatives from Organization X have contacted the team member to confirm about delivery times, they have received vague assurances, but the goods ordered have either on time , or the orders have not been fully made up.
How would you handle these problems, keeping several things in mind? the organization should have explicit and well communicated performance standards employees should receive appropriate training employees should be given suitable support so they can do their jobs well
What do you think the real causes of these problems might be and how could they be ad Consider the case in terms of performance management and performance counseling. Explain the steps you would take to resolve the problem and to justify your problem solutions.
Select a solution and make a decision.
What action might you take if, after you have implemented your problem solution, the situ Not improve?
REAL CAUSE OF THE PROBLEMS: –
The tardy performance of the employee can be attributed to any of the following reason which requires immediate attention to pin point the exact cause and rectify the same for betterment of both the employee and the employer. Underpaid
The employee is immediately called in for a meeting and the tardy performance discusses with him asking him whether he is satisfied with his remuneration or is expecting an increment for the same position. Limited Career Growth and Advancement
The employee is saturated working in the same position and needs an change of position and ultimately working environment, but the management has no such prospects for him. Lack of Interest
The employee has lost interest in his work and want to perform job duties that are engaging and challenging. Work has caused the employee to experience boredom. Bored and unchallenged employee therefore experience little incentive to concern themselves with workplace productivity. Poor Management
Managers is not motivating employee, and is having in effective planning, organizing and controlling within the organization. The manager’s poor leadership skills offers no feedback on employees’ performances. The manager might be Micromanaging and dictating the employee instead of motivating him causing a decrease in employee productivity. The organizations possess highly political cultures that tend to discourage the employee from believing the roles they fill are important to the organization.
The employee might not be happy with the working condition that he is working in.
The employee might not be enjoying a healthy relationships with either his colleague or boss or top management people.
The Top 10 training needs for the employee that the management thinks are vital are listed under Leadership development
Interpersonal skills training
Communication skills training
Management skills training
Creativity and innovation
Training needs for the underperforming employee can be found out as under as as to bring out the best in him and contribute towards his and organizational goals in positive manner.
1. Review the business objectives and identify critical activities.
2. Set measurable performance standards, for example, measures of production efficiency or marketing success.
3. Monitor performance to identify problem areas.
4. Get feedback from customers, suppliers and other key business partners; consider using interviews or surveys in areas such as customer satisfaction.
5. Ask employees to raise concerns and make suggestions; include discussion of training needs in employee performance management.
6. Identify any dependencies, for example, where only one employee has crucial skills or knowledge.
7. Review any legal requirements such as health and safety training.
8. Review any changes you plan or expect (eg new products, procedures or technologies); identify potential weaknesses and problems.
9. Consider how employees’ roles may change: for example, your plans to promote individuals and to develop new employees.
10. Prioritize problem areas or areas of weakness.
11. Consider how improving systems or equipment could contribute to resolving problems.
12. Consider whether poor performance reflects bad management, for example, a failure to agree clear objectives and motivate employees.
13. Consider whether you have unrealistic expectations given the caliber or number of employees, and if you need to recruit new talent or reassign roles.
14. Consider whether training will be an effective solution; assess employees’ willingness to learn, and preferred learning style.
15. Identify training options; set clear objectives for training activities.
16. Implement a pilot training scheme and review the outcome before rolling the programmer out.
17. Regularly review the outcome of training to identify further training needs and to assess the effectiveness of your training-needs analysis.
Cardinal rules that I will follow are: –
I will focus on critical activities
I will anticipate change
I will analyses the causes of poor performance
I will identify alternatives to training
I will review outcomes
I will not assume different employees have the same needs
I will not expect employees to achieve unrealistic goals, with or without training I will not ignore other factors contributing to poor performance I will not organize training without clear objectives
I will not impose inappropriate training on unwilling employees
Support to employee from employer.
It’s essential that staff receive support or they can’t do their job properly. Support isn’t limited to merely work-related aspects of the job but to other things such as morale and recognition as well. Training is vital
It’s crucial that employee receive all necessary training when he starts a job and also ongoing training as often as required. It’s also essential that training is consistent for all staff members. It’s not acceptable for answers to vary from one employee to another because this can cause confusion and further problems. Positive work environment
Whether you work in a call center, an office or a retail store, it’s vital that you have a positive work environment. If employees dread the thought of going to work each day, they’re not going to perform at their best and they may even feel resentful for being there. Attitude is essential – I will make sure that people should be respectful and friendly towards one another. Bitchiness or backstabbing should not be tolerated. Not just by supervisors, but among colleagues as well. If anyone has issues, the supervisor/manager should always be available to help resolve such problems so they don’t linger and taint the rest of the workplace. Décor and proper equipment also contribute to your environment. Ergonomic chairs and desks will be used at workplace. A proper lunch room where staff can take breaks away from the public eye will be provided for the employees. Motivation is an individual thing
I know what motivates my staff and so I will use that knowledge to build stronger relationships. People are motivated by different things and so it’s important that I learn what motivates each individual if that’s possible and incorporate that into my overall leadership strategies. I will take the time to get to know what motivates each member of my team. I will have a staff suggestion box to facilitate ideas and suggestions for improvements. Motivations change over time and if i want to keep my team working at peak efficiency, it’s vital that I learn what’s important to them? Recognition and rewards
Employees have to be acknowledged and rewarded for the good work they do. I will have an employee of the week or month plaque that is presented and then displayed on the wall for everyone to see. Acknowledgement for most improved staff members is another idea which I am using. When staff do something wrong, I instead of admonishing them I will be friendly with them giving necessary feed backs and ways to avoid any such blunders from happening in near future and promote safe secure and prosperous work culture. I will also ask for feedback from employees about great ideas on what works for each one of them. Scope for advancement
Since employees are more motivated to excel in their work if they have a vision for the future growth and development will be incorporating a internal promotional regime in our office culture in order to avoid monotony and for better prospects of the employees. If am not seen to be actively supporting my staff, I can’t expect them to perform at their best. Everyone wants to feel appreciated and to be a part of a team. If I do that, I can’t lose. 1. Give employee the information he needs (eg policies and technical information) or are legally entitled to (e.g. for health and safety).
2. Use communication to help employee perform – by agreeing clear objectives, providing feedback and recognizing achievements.
3. Communicate regularly to build my relationship with individuals and teams; take a personal interest in him, and take part in social events.
4. Aim for open, honest two-way communication; make myself available, encourage employee to raise problems and suggestions, and listen.
5. Plan communications: think about my objectives and break down my message into a small number of key points.
6. Anticipate my employee’s attitude, current knowledge and level of interest; choose a time when he is likely to be receptive.
7. Give advance warning when appropriate – for example, if an employee will need to prepare; circulate an agenda before group meetings.
8. Choose the right medium: for example, the phone for a quick discussion, email or memos for complex information or where you need a written record, an instant message (such as text message) for brief instructions and information or my intranet for company-wide information such as company policies and news.
9. Follow up written communications, particularly if they cover complex issues; don’t assume signs and memos will be read and understood.
10. Handle sensitive communications face-to-face.
11. Use clear, appropriate language; be specific about action points, deadlines and responsibilities.
12. Build trust: be positive, patient and polite; explain myself, particularly when overriding an employee’s suggestion; and do what you say you will.
13. Control discussions: stick to the agenda, and keep things brief.
14. Confirm understanding and agreement; review outcomes to see whether communications have been effective.
15. Practice communication skills: asking open-ended questions, listening and ensuring I understand; using positive body language. Cardinal rules
I will deliver the information that employees need
I will provide information in an appropriate medium
I will build relationships through regular, open communication I will encourage two-way communication
I will listen
I will make sure communications have been understood
I will live up to any commitments you make
I won’t speak (or email) without thinking
I won’t assume people will pay attention, particularly to signs and memos I won’t assume people understand what you are trying to say I won’t try to communicate too much at once
REAL CAUSE OF PEOBLEMS
Addressing the cause
The employee has no idea of what is expected of him
Fix his lack of understanding. Go over the job description, end results and statistics with him to make sure he has a good grasp of the job. If he brightens up on this exercise and seem to know now what is expected of him, send him back to work. i must then set another review about 4 weeks ahead to look again at how things are going.
He is lacking training or knowledge, so is unable to perform the required tasks. Get him trained. If another employee (or myself) can do this, fine. If not, I will organize some external education for him. Once again, I will set a follow-up review with him. Set it for about 4 weeks after his training has been completed.
There is a non-work related problem that is distracting him from his job. I won’t get too involved in solving personal problems for my employees. I will listen to their problems without any bias. i won’t offer any agreement, solution or disagreement. The next thing to do is to point out the obvious; that the situation is affecting their work. Tell him i would like to help them solve this (the fact that it is affecting their work). Ask him if he has any ideas on how to accomplish this. Discuss what could be done, including the employee taking time off to handle their personal life Schedule another review about 4 weeks after the external problem has been solved (or isolated, so that it no longer affects their performance).
The employee is not suited to the job
He may well be a potentially valuable asset to my operation, but if he is poorly placed, i will not be able to tap into that potential. Look over my operation and see if there is a better fitting job for him. Keep a close eye on him as he settle into the new position. If this is not feasible, I may be faced with terminating him. He is simply a poor performer in anything they do.
This is the last resort. If none of the other reasons for poor performance fit, I am again faced with an employee I need to terminate.
performance management and performance counselling
steps to be taken to resolve the problem.
1. Schedule regular appraisals for the employee at least once a year, but ideally quarterly. 2. Ask the employee to prepare for the review by completing a self-assessment covering performance, skills, attitude and any problems. 3. Prepare myself by reviewing the employee’s self-assessment, my notes on the previous appraisal and the employee’s performance since then. 4. If appropriate, obtain feedback on the employee from subordinates, colleagues, superiors and customers (known as 360-degree feedback). 5. Identify my main concerns and what i want the appraisal to achieve; think about potential work and training opportunities for the employee. 6. Start the appraisal meeting by explaining its purpose and agenda; try to put the employee at ease and set a positive tone. 7. Ask the employee to talk me through the self-assessment; listen, and encourage the employee to talk. 8. Make my own comments; ensure that all previously agreed objectives, and any areas which concern me, have been covered. 9. Acknowledge achievements and hard work.
10. Discuss poor performance where necessary, but avoid personal criticisms. 11. Encourage the employee to identify the causes of any problems and to suggest potential solutions. 12. Discuss the employee’s long-term career plans and aspirations. 13. Identify any training needs.
14. Agree specific, realistic and measurable key objectives for the next period; ensure that the employee is committed to them. 15. Write up the performance appraisal report and confirm that the employee agrees with what I have said. 16. Continue to monitor performance against objectives.
17. Be prepared to deal with problems when they occur, rather than waiting for the next appraisal meeting. Cardinal rules
I will commit to regular appraisal meetings
I will prepare by reviewing the employee’s performance
I will encourage the employee to contribute, and listen to what is said I
will be positive, and praise good performance
I will focus on solutions and opportunities
I will agree key objectives
I won’t talk too much or dominate the meeting
I won’t make personal criticisms – criticize performance instead I won’t impose objectives which the employee has not agreed I won’t rely on scheduled reviews alone to manage employee performance
STEPS TO BE TAKEN IF PERFORMANCE DOESN’T IMPROVES
In spite of my efforts in identifying the causes of poor performance of employee, addressing it to him and providing sound solution to address his problems, if still he’s underperforming then it’s vital now to take necessary disciplinary action against the employee. I will take following steps before taking necessary disciplinary action. I will identify promptly and positively that performance or conduct deficiency exists. I will investigate and obtain all pertinent facts concerning the deficiency. I will review the applicable collective agreement or the Management and non-union Human Resources Policies. I will establish type of disciplinary measure that can be utilized. I will determine Departmental policy on the matter.
I will clearly understand my authority to deal with disciplinary measures.
Documentation and Discussion
I will document accurately and completely all the facts concerning a performance or conduct deficiency that has been identified with reference made to applicable policies – i.e., departmental, collective agreement, and/or Management and non-union Human Resources Policies. I will make a decision on the type of action to be taken depending on the type of offences.
The following disciplinary measures will be considered appropriate for the
above situation. a. Oral Reprimand
I will call the employee and abreast he of the situation and his continually deteriorating performance, the steps taken by company in direction to help him improve his performance and an ultimatum by word of mouth regarding his termination of employment subject to a months’ notice where in his performance will be continually monitored. If found satisfactory the oral reprimand will be revoked. b. Written Reprimand
I will informing the employee of the reason for the reprimand, and warning him of the possible consequences of further unsatisfactory behavior. This measure will be used after discussion with the employee of the problem involved. I will ensure that the employee understands that it is a reprimand. A record will be kept, including evidence of delivery to the employee, personally or by registered mail. c. Suspension with Pay (Suggested maximum – 5 working days). I will suspend him with pay for 5 working days, giving him a chance of improvement after self-realization of his mistakes. All necessary records will be kept by me. d. Suspension without pay (Suggested maximum – 20 working days) I will suspend the employee for a period of 20 days and impose a penalty of a certain percentage of his monthly wages citing the time, work, value, money, reputation of the company that’s lost due to his poor performance. A written record for the same will be maintained. e. Suspension without pay pending consideration of discharge This action can be taken by the Deputy Head or his designate. The employee is notified in writing and a record kept. f. Discharge
When I feel that it is impossible or undesirable to retain an offending employee, then will will request the concerned department head to discharge him. The employee will be notified in writing and a record kept.