BSBMGT502B Manage People Performance Diploma of Management

Welcome and Introductions Overview of the Unit Assessment Processes Session content and activities Resources and other materials

Welcome! George Kourtesis gkourtesis@optusnet.com.au

BSBMGT502B Manage People Performance This unit applies to all managers and team leaders who manage people. It covers work allocation and the methods to review performance, reward excellence and provide feedback where there is a need for improvement.

BSBMGT502B Manage People Performance The unit makes the link between performance management and performance development, and reinforces both functions as a key requirement for effective managers. This is a unit that all managers/prospective managers who have responsibility for other employees should strongly consider undertaking.

Assessment Case Study Report/portfolio

Unit Outline To successfully fulfil the requirements of this unit, you will be required to provide evidence of the following: Development of key result areas Development of key performance indicators and standards Regular and timely coaching and feedback Performance management

Unit Overview

The Performance Management Process Allocating work and setting standards Monitoring and providing feedback Coaching for Improved performance The continuum in managing poor performance

Managing people or being managed Personal Experiences and Reflections……

Being a manager of people …… People Skills Strategic Thinker Visionary Flexible and Adaptable to change Self Management Team Player Ability to solve complex problems and make decisions Ethical and high personal standards

Activity 1 Brainstorm – what are first things that come to mind when we say performance management? Evaluate your own experiences of being managed? What did you value? What were/are your feelings about these processes? What encourages /or would encourage you to engage in these processes as a staff member? What motivates you in the work that you do? Do you think these are the same motivators for the staff that you manage?

Linking people with the business Need to know the direction of the business What is it that you have to achieve as a manager with the resources you have Harnessing people resources – identifying key work priorities; matching skills and capabilities; bringing out the best in staff Tracking performance of the individual , team and business unit

Activity 2 What information do you need to know in order to set priorities and tasks for your staff ? What do you need to know about your staff and their work in order for you to manage their performance ? What skills are needed by managers to manage performance on a day today basis ? Nominate a leader, a scribe and a presenter. Come up with key points under each of the headings and be prepared to present to the rest of the group

Performance Management

Planning Performance Discussions …. Business plans Job Descriptions Work procedures & practices Policies Work Health & Safety Code of Conduct Employee skills, history , performance, aspirations

Setting Work Priorities and Performance Standards Know what the objectives and KPIs are for your the unit Review the employees job description Determine what tasks and responsibilities within the job description are important or should receive greater priority given the business unit objectives and KPIs.

Setting Work Priorities and Performance Standards Discuss with the employee the impacts of the objectives and KPIs on their job role – get their views and perspectives – do they agree? Identify key tasks/actions that need to be prioritised and document these as part of the performance plan Determine what standards need to be achieved in the performance of these tasks

Setting Work Priorities and Performance Standards You need to decide on what results are to be achieved and how they are to be achieved and you need to discuss and seek agreement with the employee Document the performance standards. Identify ways to monitor performance

Setting Work Priorities and Performance Standards Develop a plan to review performance Discuss how you can help or support the employee to meet the standards: Training Equipment Revise work systems Take action on reasonable requests for support

Activity 3 What planning processes exist in your organisation? Put together a flow chart of how you think planning processes occur and highlight where your business unit /role fits into this process.2. Evaluate your own experiences of being managed? What documents exist within your organisation and immediate workplace that would impact on the range of work tasks performed, the priority of such tasks or how and when they should be performed. (e.g. planning documents, policies etc.)

Setting Work Priorities and Performance Standards Performance Standards = Results + Measurement Job Descriptions – list tasks and responsibilities Task – e.g. Maintain client database Performance Standards – state the outcomes of priority tasks Performance Standard – Reduce error rates in client data base by 50%

Case Study p15 Read about Rebecca’s dilemma …. And answer the questions

Annual Review A meeting that captures the whole 12months. Performance is reviewed Also includes discussions and agreed actions relating to professional development. Sets the scene for developing Individual performance plan for next 12 months.

Progress/Review Meetings Formal review meetings – usually 3-4 times a year. To discuss the persons actual performance against the standards. It is a process for identifying and acknowledging good work. It is also a process to explore reasons why performance may not have met standards and to review and amend the performance standards as needed. Each review meeting also allows for further changes in the business to be reflected in changes to individual performance plans.

Annual & Progress Review Meetings Annual and progress meetings should also focus on identifying learning and development and other support needs of employees in helping them meet performance standards

Preparation for performance discussions … What does the manager need to do ? What does the staff member need to do ?

Manager Preparation What evidence demonstrates performance? What does the analysis show? Why was performance excellent? Why was performance satisfactory? Why was performance unsatisfactory? What needs to be addressed in the discussion? What strategic/org planning impacts are there? What performance is required in the future? What changes need to be made? What development needs to be planned? How do I run the discussion?

Discussion Plan Discuss performance generally – their performance in general Review the job, accountabilities & responsibilities – discuss any changes that may have occurred during the review period to the job itself. Discuss major achievements in the job during the review period – Review performance against standards & negotiate assessment

Discussion Plan Develop improvement plans Develop priorities for the next period and develop relevant performance standards– to do this you will need to take into account: Organisational strategic & operational plans Branch & section strategic & operational plans Local work group issues The staff persons developmental plan The key job accountabilities & responsibilities

Discussion Plan Discuss development tor other workplace based actions that would support the staff person in working towards the revised standards. Discuss how work will be monitored – how can the employee monitor their own performance .

Discussion Plan Summarise – winding up the discussion should include: Ensuring understanding of the discussion by both parties Complete any necessary documentation Agree on follow-up actions & dates Congratulate staff person on their success Encourage the staff in their development plans Thank the staff person for the effort they put into the process

Discussion Plan Follow through on actions that as a manager you agreed to and follow-up with review meetings as planned.

Case Study p19 Comment on the manager’s performance before, during and after the appraisal interview. Consider what he did well & what he could have done differently and justify your answer.

Mentoring Providing individual support to employees. Involves taking an active interest in the employee’s career and providing advice and support as the employee develops within the organisation. The mentor and employee agree on specific personal goals that will help in achieving career objectives.

Coaching Involves on the job training for the accomplishment of tasks. Coaching involves an employee leveraging the skills and knowledge of the frontline manager to improve their own performance. Differs from mentoring in that it is focused on uncovering ways to remove barriers to their performance.

Coaching Guided process during which the coach may provide feedback, cues and reminders and even practice problem solving with the employee to foster insight and appreciation of areas where improvement needs to be made.

Coaching Successful Coaching requires: Shift by the employee and a commitment by them to address change – via skills, behaviour or attitude. Respect for people relationships and maintenance of these in interactions Focus on the problem and behaviour, not on generalities or personalities Orientation towards change and the future Structure in approach and the use of specific communication skills Linking between learning opportunities, personal reflection and insight as guided by the coach to foster the recognition and/or desire to change and improve.

Training Formal approach to identifying areas of task application that need further development. Training programmes are often conducted by external service providers and focus on task ability. Assists in providing specific skill development to increase confidence, competence and development career development opportunities.

Continuum for Managing Improved Performance

Continuum for Managing Improved Performance Collect evidence relation to agreed performance standards Compare actual with agreed performance Identify the gap Where is the performance different –skills, behaviour, and attitude? The importance of the problem The context of the problem or performance Intervention required – skills /knowledge/behaviour via training /coaching Is there work or other external variable acting as barriers to performance? Does performance result in punishment – disciplinary action? – Severity/frequency/previous interventions and review of these

Case Studies p23 With reference to the continuum model, answer the questions after each case study

Coaching for Improved Performance The Process Prepare for the meeting Identify the broad nature of the problem Focus on the Issue Explore causes Seek Agreement Explore Options Agree on a Plan

Reasons for Poor Performance ? Ways to help improve performance ?

Coaching for Improved Performance The Techniques Open Questions Paraphrasing Reflecting Challenging Summarising

Putting into practice ….. Case Study /Role play exercise ,,,,,,

Managing Unsatisfactory Performance Despite the focus of performance management systems on developing people there are some who despite all efforts just do not perform. Even when development plans have been implemented, some managers may be disappointed to note that performance is not actually improving, and agreed targets are not being met.

Managing Unsatisfactory Performance When performance does not improve, appropriate action must be taken .It is important to note that when managing poor performance, there are several legislative requirements that must be met. Some of the different legislation that effects the management of poor performance: Awards, Agreements & specific employment contracts Federal & State Industrial Relations Law EEO Anti-discrimination Work Health & Safety Worker’s Compensation management

When Performance Does not Improve The components of managing unsatisfactory performance are: Collect evidence Analyse the evidence Appraise the evidence Plan improvement

When Performance Does not Improve When performance fails to improve, you repeat the steps above. When continued unsatisfactory performance occurs, then processes in accordance with disciplinary measures can be considered and the relevant Departmental policy should be referred to at that time.

Summary Key messages? Reflections on past experiences ? Knowledge gained? Skills learnt ? Where to now ? – putting into practice

Assessment Outline A report of how the participant has or intends to manage performance of a staff member that has a reporting relationship to them in the organisation. The report/portfolio could be in the form of all or a combination of the following: Workplace documents Third party reports Journal/logbook/diary Personal reflection

Assessment Outline The assessment can also be a report that outlines how the participant will introduce and manage a performance management process with their staff/team. This may include an implementation plan for the introduction of performance management with their team

Assessment Outline Due in 4 weeks via email Maximum of 1,500 words