POWERPOINT PRESENTATION

Week 4
Facilitate performance development
processes
Coordinate
Performance
Development Process
Coordinate Performance Development Process
Supervisors and line manager must be supported to manage and monitor performance:
• Training programs to handle the performance development process.
• Technology support for monitoring, review and feedback.
• Support for dispute resolution.
• Policy and process guidelines.
• Resources for mediation.
 2.1 Train Relevant Groups and Individuals in Ways to Monitor
Performance
Supervisors and line managers must to trained to:
• Manage
• Monitor
• Record
• Analyse performance.
Employees must be trained to:
• Record performance data
• Document achievements.

2.1 Train Relevant Groups and Individuals in Ways to Monitor Performance

 2.1.1 Methods of Training on How to Monitor Performance
Stakeholders need training before implementing PDP.
Training should cover:
• Setting context for the team
• Monitoring, gathering and analysing data on performance
• Giving feedback
• Creating a performance improvement plan
• Monitoring the performance improvement plan.

2.1 Train Relevant Groups and Individuals in Ways to Monitor Performance

 2.1.2 Methods of Monitoring and Measuring Performance
Monitoring helps track if team is meeting its objectives.
Performance is measured by comparing targets and the actual output.
Methods to measure performance:
• Business targets
• Functional effectiveness
• Technical skills
• Random quality checks

2.1 Train Relevant Groups and Individuals in Ways to Monitor Performance

 2.1.2 Methods of Monitoring and Measuring Performance
Methods to measure performance:
• Customer feedback
• Monitoring practices and personal effectiveness
• Personal brand impact
• Cost effectiveness

2.1 Train Relevant Groups and Individuals in Ways to Monitor Performance

 2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention
Occurs Where Relevant According to Organisational Policies and Legal Requirements

Employees directly report to line managers who are responsible for:

• Managing employees
• Managing and monitoring their performance
• Allocating resources to meet business objectives
Human Resources department works line managers to:
• Train and support them
• Ensure that they have the tools and resources to do their work effectively and efficiently

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.1 Regular Monitoring of Performance
Benefits are:
• Keep tab on team’s performance
• Gauge efficiency
• Make timely course corrections
• Motivate and retain staff
• Take corrective action or terminate when required
• Maintain overall productivity.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.1 Regular Monitoring of Performance
Steps include:
1. Observing the team at work
2. Creating work plans
3. Encouraging self-monitoring of performance
4. Setting up regular reviews
5. Giving feedback
6. Initiating training.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.2 Recording Performance Outcomes
Performance can be recorded on the integrated Human Resources Management System
(HRMS) solution.
It has the following processes on one platform:
• HR management
• Employee management
• Compensation management
• Employee engagement
• Training Management

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.2 Recording Performance Outcomes
Additional tools that can be used to record performance include:
• Virtual meeting technology
• Training and learning diary
• Coaching feedback

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.3 The Need for Intervention
Timely interventions are important for nurturing a high-performance environment.
Review and feedback should be given monthly, quarterly or at the end of every project.
Effective interventions include:
• Instant feedback
• Training programs
• Performance improvement plan
• Warning

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.3 The Need for Intervention
Giving Effective Feedback
• Feedback should be given on time and be delivered properly
• Mindset while giving feedback should be flexible, compassionate and forgiving
Types of feedback:
• Appreciation
• Coaching
• Evaluation

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.4 Models for Performance Development Feedback
Feedback model should be selected based on the person, situation and the type of feedback
that is to be given.
Types of feedback models:
• Sandwich Method
o Packs negative between two positive reinforcements to maintain employee morale.

• Situation, Behaviour, Impact Model (SBI)

o Employee is actively encouraged to reflect and analyse situation from different
perspectives, then different strategies for improvement are discussed.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.4 Models for Performance Development Feedback
Types of feedback models:
• Pendleton’s Model
o Identifies positive actions and behaviours and reinforces them.
o Manager and employee share and discuss points regarding ‘what went well’ and
‘areas of improvement’, before charting out an action plan.
• STAR Model
o Used when specific pointers need to be given on positive and negative
performance, with their impact on the department and organisation.
o Expansion is Situation/Task, Action and Result.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.4 Models for Performance Development Feedback
Types of feedback models:
• DESC Model
o Structured format that helps reduce stress from feedback process.
o Describe, Express, Specify and Consequences.

• 360-degree Feedback
o Anonymous feedback through a survey from managers, peers, and direct reports.
o Appropriate for leaders as it helps them get feedback on their workplace skills.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.5 Organisational Policies and Legislation Relevant to Performance
Management
Organisational policies related to performance development lay the framework for
internal compliance benchmarks.
Policies are drafted based on prevailing legislations and regulations of the country.
Legislations may relate to terms of employment and dismissal, fair work conditions,
work safety and privacy.
Regulations are related to diversity and inclusion, and industrial awards and
agreements.
Organisations follow prescribed mandatory industrial and non-prescribed voluntary
codes.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.5 Organisational Policies and Legislation Relevant to Performance
Management
Legislation and regulations governing PDP in Australia:
• Workplace protection
o Fair Work Act 2009
o Fair Work Regulations 2009
o Fair Work Commission Rules 2013
o Small Business Fair Dismissal Code.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.2.5 Organisational Policies and Legislation Relevant to Performance
Management
Legislation and regulations governing PDP in Australia:
• Anti-discrimination Act
• Work Health and Safety Act 2011
• Privacy Act 1988.

2.2 Work with Line Managers to Ensure Performance is Monitored Regularly and Intervention Occurs Where Relevant According to Organisational Policies and Legal Requirements
 2.3 Support Line Managers to Coach and Discipline Employees
who Perform Below Standard
Performance of employees is usually one of the strong indicators of an organisation’s success.
Rigorous hiring process to ensure that people with the right skills are selected is not a
guarantee for performance.
Line managers need support from senior managers and HR department in the form of
processes and policies, intervention programs and technology.
Additional resources of experienced people are also available to support line manager in
handling conflicts and issues related to failure of PIP.

2.3 Support Line Managers to Coach and Discipline Employees who Perform Below Standard
 2.3.1 Additional Support to Given to Improve Low Performance
• Job descriptions, KRAs and KPIs
• Feedback mechanism
• Root cause analysis
o Performance with respect to target
o Skill gap
o Attitude issues
o Miscellaneous causes

• Performance Improvement plan (PIP)

2.3 Support Line Managers to Coach and Discipline Employees who Perform Below Standard
 2.4 Communicate Dispute Resolution Processes Where Relevant,
Mediating Between Line Managers and Employees
Dispute is a disagreement between two people or groups of people pertaining to a specific
issue.
Grievance is related to a feeling of dissatisfaction with relation to the workplace.
Stakeholders engage in informal or formal discussions to settle minor issues while in case of
serious disputes, the support of mediators would be required.
In the context of the PDP, dispute can be related to the process, implementation, metrics,
performance review, scores, compensation, or promotion, among others.
Important to have policies and processes to ensure that issues are discussed and resolved
amicably while conforming to the legal framework.

2.4 Communicate Dispute Resolution Processes Where Relevant, Mediating Between Line Managers and Employees
 2.4.1 Steps for Dispute Resolution
Principles for effective dispute handling:
• Assurance that the dispute will be handled without prejudice or discrimination.
• Assurance that the privacy of the employee reporting the dispute will be protected.
• Policy and procedure for dispute handling is in place.
• Time limit is set for reporting dispute.
• Complaint to be in writing with details of the issue and resolution expected.
• Clarify who the employee needs to contact for making the complaint.
• Clarify different level of dispute and their resolution process.

2.4 Communicate Dispute Resolution Processes Where Relevant, Mediating Between Line Managers and Employees
 2.4.1 Steps for Dispute Resolution
1. Informal resolution
2. Formal complaint and investigation
3. Grievance handling
4. Decision
5. Appeal

2.4 Communicate Dispute Resolution Processes Where Relevant, Mediating Between Line Managers and Employees
 2.4.2 Methods for Dispute Resolution
• Informal or formal discussion
• Mediation
• Arbitration

2.4 Communicate Dispute Resolution Processes Where Relevant, Mediating Between Line Managers and Employees