Develop And Manage Performance Management Processes Assessme

Develop and manage performance management processes Assessment Task 2

Review the following scenario and answer the questions that follow. You are the Human Resources General Manager at Australian Hardware. You have recently planned the implementation of integrated performance management processes.

You will now need to plan and deliver manager training to assist managers to implement performance management. Your training will need to be consistent with any processes you developed in Assessment Task 1 as well as being consistent with Australian Hardware policies and procedures. For example, if you outlined a process of biannual performance review in Assessment Task 1, your training session should not present information that is contradictory to the biannual review process. Manager training is to be implemented nation-wide. As a first step, you will plan and deliver pilot manager training to the Wollongong managers.

The learners include: managers aged 25–50 years, managers who like to observe others before doing, and managers who have requested lots of activities. You will then need to support managers to performance manage employees in accordance with organisational policies and procedures. Finally, you will need to continually evaluate the effectiveness of processes against objectives for performance management.

Use the ‘Learning and development session plan’ template provided on Moodle in Appendix B to plan training for Wollongong managers. Remember to plan objectives for the training and to monitor success against objectives (plan to conduct some form of test or evaluation of the training). Remember to plan strategies for winning the support of managers for implementing processes. You will plan a 20–30 minute session that:

• briefly outlines the main features of the performance management process, such as:
• regular monitoring of performance
• identification of performance gaps
• providing feedback
• managing talent
• focuses on one of these four aspects of the process and give examples, introduce tools, or demonstrate skills
• addresses storage of performance management documentation in accordance with recordkeeping policy
• Allows adequate time for managers to practice and to provide feedback.

Deliver training through role play, making sure to:

• outline the main features of the performance management process (as listed in the previous step)
• meet the needs of your learners
• be consistent with processes you outlined in Assessment Task 1 and with the Australian Hardware policies and procedures
• use a range of facilitation methods to cater for differences in learning style

Review the following scenario and answer the questions that follow. A manager contacts HR with the following enquiry: Hi One of my sales staff is consistently late, displays poor attitude and has performed below agreed level on his last two performance appraisals. The employee does not agree with the rating I have given him, however. I have tried clarifying targets and coaching. Nothing seems to work. Maybe I’m just not delivering feedback in the right way. It’s hard not to be frustrated and I do get angry sometimes. Actually, I feel let down and hurt because I have tried to develop the potential I once saw in this employee. This terrible situation is now affecting team morale. What should I do next? I think I might need to let the employee go. Audrey Wu Housewares Manager, Wollongong.

Write an email to Audrey Wu, Wollongong’s Housewares Manager to:

• outline positive approaches in giving feedback and coaching
• outline appropriate intervention options
• outline a process for dispute resolution
• outline the process for terminating the employee in case intervention is unsuccessful
• outline the process for recordkeeping to ensure adherence to policies and legislative requirements

Ensure you refer to any relevant policies and legislation, including specific reference to anti-discrimination, privacy, and industrial relations legislation.

Prepare a 1-page written reflection in which you:

• self-evaluate your own performance
• evaluate the effectiveness of existing performance management processes, particularly in terms of:
• the level of guidance for dealing with underperforming staff
• their ability to help managers achieve the short- and long-term strategic aims of the organisation
• Recommend timeframes for regular evaluation of performance management processes. Your reflection should be in a report format.

Review the following scenario and answer the questions that follow. You are the Human Resources General Manager at Australian Hardware. Three months of pilot training has been delivered by an external training provider to sales staff, and you are reviewing the effectiveness of the training provided so far.

Data gathered so far indicate the training is failing to meet targets. You will need to develop strategies and a training schedule to ensure that the provider, Train Your Way Up, delivers effective training. You also need to renegotiate the implementation of training with Train Your Way Up.

Consider the following training requirements agreed to by senior management and HR at Australian Hardware:

• 4,000 sales staff to be trained, including: an average of seven salespeople per product team, four product teams per store, 138 stores, 30 trainers required, only one person from each team may be trained at a time, sessions require one-day face-to-face training, staff need to be fully up-skilled within six months.

First, prepare a report for the senior management team to explain the results and your planned actions, including strategies for line managers to monitor employee application of sales training on the job.

Review the performance data in Appendix B and prepare a 1–2 page report detailing:

• training outcomes
• your interpretation of the performance data
• interventions to rectify issues, supported by references to Australian Hardware as a learning organisation and addressing performance gaps to achieve objectives and long-term goals.

Using the ‘Training strategy and schedule’ template in Appendix B, develop a training strategy to be used by Train Your Way Up, including activities to ensure line managers monitor employees' application of sales training. Prepare to negotiate the revised agreement with the training provider.

Arrange with your assessor to renegotiate the service agreement with the training provider, incorporating your planned training strategy and schedule, and include a schedule for monitoring progress against objectives.

Paper For Above instruction

Implementing effective performance management processes within an organization requires a structured approach that aligns with organizational policies and strategic objectives. As the Human Resources General Manager at Australian Hardware, my role encompasses planning, delivering, and evaluating training sessions for managers to ensure they can effectively manage and develop their teams. This paper outlines the comprehensive process involved in designing and executing a manager training program, supporting underperforming staff, and addressing training evaluation, alongside subsequent strategic renegotiations with external training providers.

Training Planning and Design

The first step involves meticulous planning using the ‘Learning and Development Session Plan’ template to define clear objectives aligned with organizational policies. For Wollongong managers, the training aims to impart critical features of performance management, including regular monitoring, identifying performance gaps, providing constructive feedback, and managing talent effectively. Recognizing the diverse learning styles among managers—those who prefer observation and those who favor active participation—the training incorporates a range of facilitation methods such as role-plays, group discussions, and practical activities. These methods cater to visual, auditory, and kinaesthetic learners, optimizing engagement and comprehension.

Particularly, the session dedicates time to practicing the delivery of feedback and coaching, emphasizing positive approaches. Effective feedback should be specific, timely, and balanced, emphasizing strengths alongside developmental areas (Hattie & Timperley, 2007). Coaching techniques such as active listening, questioning, and setting SMART goals are demonstrated through role-play activities, allowing managers to refine their skills in a safe environment. Additionally, documentation and recordkeeping procedures are addressed in accordance with legal requirements and company policies to ensure transparency and compliance.

Delivery and Engagement Strategies

The training session is designed to be interactive, with each segment allowing managers to practice skills and receive constructive feedback. Role-play scenarios simulate real-life situations, such as providing feedback on underperformance or managing talent retention. These activities foster experiential learning, enabling managers to transfer skills to their context. To accommodate different learning preferences, visual aids, case studies, and discussions are integrated into the session (Biggs & Tang, 2011). This multi-method approach enhances understanding and retention, crucial for adult learners who often prefer pragmatic, real-world application of knowledge.

Supporting Managers in Performance Management

Post-training, managers are supported through continuous coaching and tailored feedback sessions. Establishing clear performance metrics and monitoring tools helps managers assess ongoing employee progress, identify performance gaps early, and adjust strategies accordingly (Aguinis, 2013). The process involves regular check-ins, performance appraisals, and documentation aligned with the company’s recordkeeping protocols, ensuring compliance with data privacy and industrial policies.

Special consideration is given to managing sensitive situations, such as addressing poor performance and implementing disciplinary procedures while adhering to anti-discrimination and employment legislation. Clear processes for dispute resolution and fair termination are outlined, emphasizing proactive communication, mediation, and legal compliance (Dessler, 2020). These steps promote a fair, transparent environment that fosters trust and organizational integrity.

Evaluation and Continuous Improvement

Evaluation of the training’s effectiveness involves both immediate feedback and longer-term assessments. Post-session surveys gauge managers’ understanding and confidence in applying performance management skills. Follow-up evaluations, including observation of performance discussions and employee feedback, inform ongoing adjustments to training content and delivery methods (Kirkpatrick & Kirkpatrick, 2006). This cyclical process embodies a learning organization principle, where feedback loops drive continuous skill enhancement and process refinement.

In evaluating existing performance management systems, I recognize that guidance for managing underperforming staff is sometimes insufficient, leading to inconsistent practices. Therefore, establishing standard procedures, providing ongoing training, and integrating performance metrics into strategic planning are vital for aligning individual performance with organizational goals (Cascio & Boudreau, 2016). Regular reviews—quarterly or biannual—are recommended to ensure processes remain relevant, effective, and compliant with evolving policies and legislation.

Strategic Interventions and Renegotiation with External Providers

The evaluation of pilot training reveals shortcomings, notably inadequate application of learned skills by sales staff. To address this, strategic interventions include enhanced line manager involvement through ongoing coaching, performance tracking, and peer support networks. These initiatives are supported by data indicating the need for intensive post-training support, which aligns with a learning organization approach emphasizing continuous development (Senge, 1990).

Furthermore, to ensure future training effectiveness, I propose a comprehensive training strategy and schedule that emphasizes active monitoring, feedback, and assessment. This involves renegotiating the existing service agreement with Train Your Way Up, incorporating performance metrics, timelines, and accountability measures. Negotiation points include extending support, providing follow-up coaching, and setting clear evaluation criteria for training success (Armstrong, 2014). Regular progress reports and baseline measurements will be integrated into the revised agreement to enable ongoing optimization.

In conclusion, a systematic, participative, and evaluation-driven approach to performance management training fosters organizational agility, employee engagement, and strategic alignment. Continuous improvement based on feedback and legislative compliance ensures that Australian Hardware remains a high-performing, compliant, and dynamic organization in a competitive retail environment.

References

• Aguinis, H. (2013). Performance Management. Pearson Education.
• Armstrong, M. (2014). Armstrong's Handbook of Human Resource Management Practice (13th ed.). Kogan Page.
• Biggs, J., & Tang, C. (2011). Teaching for Quality Learning at University. Open University Press.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competencies: Are We There Yet? Journal of World Business, 51(1), 103–115.
• Dessler, G. (2020). Human Resource Management (16th ed.). Pearson.
• Hattie, J., & Timperley, H. (2007). The Power of Feedback. Review of Educational Research, 77(1), 81–112.
• Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.
• Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday.