1. Manage People Performance RAF1 Planning and risk management Manage people performance

2. Manage People Performance RAF2 Risk analysis Risk analysis refers to a process of identifying the likelihood of a negative event occurring that prevents the organisation achieving its objectives. What sorts of people performance events could occur that have a potential to impact negatively on organisational performance?

3. Manage People Performance RAF3 eg it may be crucial to recruit and retain the right people to provide customer service Having the right organisational culture (staff behaviours) would be crucial for quality, customer service or safety

4. Manage People Performance RAF4 Risk management standard Establish context Identify risks Analyse risks (likelihood/ consequences) Evaluate risks Treat risks Monitor and evaluate

5. Manage People Performance RAF5 Risk analysis and management is relevant to many aspects of HRM. Eg failing to properly induct employees Not providing ongoing training or skills to staff in a changing environment.

6. Manage People Performance RAF6 What are the risks involved in not having an effective PMS?

7. Manage People Performance RAF7 …Or not getting it working /accepted soon enough?

8. Manage People Performance RAF8 Scenario Assume that you have just been appointed as the Customer Service Manager for ABC Building Products. You have been chosen for this position because of your experience in setting up new work teams and determining the scope of various job roles. All current roles are to be redesigned in consultation with the relevant groups and individuals. This is particularly important as there has been a history of poor morale reflected in various performance indicators of absenteeism, wastage, customer complaints, industrial disputes.

9. Manage People Performance RAF9 Your divisional manager is determined mistakes of the past are not repeated and this reallocation of job roles is seen as part of the introduction of a formal performance management system.

10. Manage People Performance RAF10 Describe the steps you would take in redesigning and reallocating existing job roles?

11. Manage People Performance RAF11 What legislative requirements might you have to consider?

12. Manage People Performance RAF12 What risk management issues are important in the process?

13. Manage People Performance RAF13 Identify the relevant groups and individuals you consider should be consulted

14. Manage People Performance RAF14 Select and justify strategies intend to adopt to gain and maintain commitment from these groups and individuals to this new work structure.