Answer :

BSBMGT502 MANAGE PEOPLE PERFORMANCE

Introduction

The alignment of the organisational objectives and goals with the performance of the employees can be effectively undertaken through implementing certain activities. This study focuses on the evaluation of these factors, such as the development of KPIs, KRAs, action plan, as well as risk analysis for managing people performance.  

Part A: Allocate work

Task 1: Develop work plans in accordance with operational plans

1.1 List of tasks, duties and responsibilities for performance management programme

The designation of a Tour Operator requires specific duties and responsibilities to be executed by the individual, as has been previously mentioned. The list of roles, responsibilities and tasks allocated to the position of a Tour Operator is listed as below:

1. Conducting a feedback survey to evaluate the travel arrangements made by the tour operator
2. Provide training and weekly assessments following the designated job description
3. Evaluation of profitability of the organisation through the development and maintenance of the tour budgets 
4. Identification of KPIs and KRAs in the KPI checklist, and maintenance of the same (Bititci et al. 2016)
5. Drawing feedback of leadership from tour guides and leaders working under the tour operator
6. Consideration of situational performance
7. Ensure customer satisfaction

Task 2: Performance Assessment

The performance assessment can be undertaken in four significant steps, through the identification of KPIs, KRAs, and whether the aforementioned are SMART compliant or not.  

STEP 1: Job Description TO KRA TOWARDS KPI

The first step is to identify and develop the criteria for performance evaluation of the employee. In order to undertake that, the job description is created, along with Key Result Areas which broadly classifies the Key Performance Indicators. 

Table 1: Job Description

(Source: Author’s creation)

STEP 2: KPI CHECKLIST

The second step is concerned with the development of KPIs, and it is ascertained whether the identified KPIs conform to the conventions of SMART objectives. In this case, it has been established that the KPIs are specific, attainable, time-bound, measurable and relevant to the identified job role and description.

Table 2: KPI Checklist

(Source: Author’s creation)

STEP 3: STAFF KPI AGREEMENT FORM

The staff agreement form establishes the criteria for evaluation of the performance and is presented to the employee for further comprehension, and as a guideline for performing following the established framework. 

Table 3: Staff KPI Agreement Form

(Source: Author’s creation)

STEP 4: Development Agreement (Action Plan)

The development agreement may also be regarded as an action plan which may aid in the development and improvement of the employee (Tour operator). Therefore, the actions or activities to be undertaken to improve the performance of the employee is established and proceed with. The following development needs have been discussed and agreed to be undertaken over the next 6 months.

Table 4: Action Plan

(Source: Author’s creation)

TASK 3: Conduct Risk Analysis

Table 5: Risk Analysis

(Source: Author’s creation)

Part B: Case Study

Task 1: Manage Underperformance

Question 1

Taking Jenny's former positive reputation for accountability as well as work ethics into account, it becomes unethical or controversial to terminate her. Upon further investigation, evidence of specific personal issues for Jenny arise, which is essential to be addressed in order for Jenny to return to work with diligence. Firstly, having an open discussion in a private meeting with Jenny, the Operations Manager for the contract cleaning company would be able to identify the particular issues and the potential solutions for the problems (Kearney 2018). Additionally, offering employee benefits such as paid child care facility may improve the situation. However, as per the NSW Long Service Leave Act of 1995, it may be stated that an employee is subject to be granted extended service leave in some instances such as pressing domestic necessity as is evident in Jenny's case (NSW Industrial Relations 2019). Furthermore, owing to the admission of Jenny’s youngest child to a school, it is better to let Jenny take an extended leave of absence from work, pertaining to personal reasons. 

Question 2

In order to effectively undertake the meeting with Darren and to achieve the outcomes established, a plan is outlined as follows:

1. Preparation for the meeting with Darren: The overall situation and issues are to be identified and evaluated prior to the meeting. Furthermore, deciding the approach for communication and facilitating the meeting is to be established as well (Aithal & Kumar 2016). 
2. Issues to be addressed at the meeting: Firstly, Darren’s incapability of having ‘difficult conversations’ with subordinates is to be addressed. Additionally, evaluation of Darren’s KPIs is to be noted, and the Operations Manager is to act accordingly.
3. Outcomes to be achieved: It is imperative that the issues of Darren’s abilities in handling difficult situations are managed with a proper solution to the same. Furthermore, it is to be identified whether Darren was aware of Jenny’s domestic situation. Lastly, it is to be noted whether Darren’s performance is on par with the identified KPIs for his job role.
4. Performance monitoring: Identification of KPAs as well as KPIs for Darren's performance, is to be done. A period of performance monitoring, such as 3 months is to be allocated for further evaluation. 

Part C: Provide feedback

It is to be noted that providing and receiving feedback is essential for the development of staff motivation as well as contributing to the critical aspects of performance management of employees (Van Dooren et al. 2015). It is to be taken into account that the employees may feel comfortable in delivering informal feedback as compared to formal ones at meetings. Feedback acts as a source of motivation for employees when delivered informally, as it is considered as a scope for improvement, while formal feedback, intimidates the employees. In addition to that, continued learning is ensured through consistent informal feedback circulation (Mone & London 2018). Moreover, it also enhances employee performance, if the feedback is delivered in a controlled and safe environment, such that the employee is put at ease, and is not intimidated (Buckingham & Goodall 2015). Additionally, it provides a scope for personal as well as professional development. Lastly, it also improves the engagement of the employees towards their job as well as the alignment with the organisational goals.

Conclusion

This study primarily focuses on the factors involved in the achievement of effective performance management and monitoring of the activities of the employees in question. Additionally, risks such as lack of training and knowledge have been found to be one of the significant factors capable of disrupting the performance evaluation through the KPI checklist.