1. BSBMGT502B Manage People Performance
Diploma of Management

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

3. Welcome!
George Kourtesis

4. 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.

5. 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.

6. Assessment
Case Study
Report/portfolio

7. 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

8. Unit Overview

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

10. Managing people or being managed Personal Experiences and Reflections……

11. 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

12. 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?

13. 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

14. 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

15. Performance Management

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

17. 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.

18. 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

19. 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

20. 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

21. 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.)

22. 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%

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

24. 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.

25. 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.

26. 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

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

28. 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?

29. 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

30. 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

31. 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 .

32. 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

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

34. 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.

35. 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.

36. 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.

37. 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.

38. 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.

39. 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.

40. Continuum for Managing Improved Performance

41. 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

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

43. 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

44. Reasons for Poor Performance ? Ways to help improve performance ?

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

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

47. 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.

48. 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

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

50. 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.

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

52. 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

53. 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

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