An organization’s performance management process should focus on improving the work status among under-performing employees. The performance management process of Extract engineering lacked effective dealing with under-performing employees that indicated biggest failure of the company’s performance management program. The performance management process should include significant and accurate performance measuring indicators to analyze the work done by those employees. It should analyze the skill and knowledge required by the employee to perform efficiently. A roadmap leading to improvement should be provided to the under-performing employees that includes training, workshops and seminars to boost the required skills. The management program should be effective enough to deal with all the questions and queries from the employees regarding the work. According to Australian Human Resources Institute (2019) the performance management process should focus on an improvement plan following:
Meetings to analyze the skill gap.
Informal meetings to assess and monitor the result of trainings and workshops provided.
Email confirmation regarding training and workshops should also be done.
Written warning should be given in case of no improvement.
Final interview followed by dismissal if employee fails to perform efficiently.
Performance indicators should be set for every team and employee to monitor and identify the performance status among all the employees. Performance indicators are used by a company to evaluate success and failure of an activity or a program. The key performance indicators of Extract engineering were not task and position centered because they were 5 years old and most of the employees were promoted over the time. The key performance indicators should depend upon the task and position description of an employee to help efficient and relevant evaluating and monitoring of work success.
The performance management program should focus on key performance indicators that analyze the skill gap and need for improvement. Key performance indicators such as profit, revenue generated, sales per day, customer satisfaction, responses by clients and knowledge gained from training can help to address the skills acquired and skills required by the employee for further expertise.
People management policies boosts the efficiency of performance management process because they ensures that all the employees behaves and acts according to certain ethical and professional guidelines. The policies such as responsibilities and authorities of employees, implementation of performance management process, record keeping and review and evaluation of performance management program can help build effective performance management process. A performance management system should focus on performance appraisals, salaries and bonuses to motivate the employees and acknowledge the hard work done by them (Withaar, 2019). Policies and procedures regarding Appraisals, salaries and bonuses are impacted by the performance management system because a reward such as bonus could motivate the employees to work better.
A work breakdown structure is a foundational manageable tool that is used to divide the work into smaller and manageable units among different teams (Haughey, 2014). To implement and start the revised performance management system of Extract engineering, there is a need of training and workshops for the managers. A WBS is thus created regarding the development and design of training workshop session for managers. The WBS helps the project manager to allocate resources, promoting and estimates cost of the project. The WBS includes:
According to Anastasia 2017 skill analysis is performed on the basis of methods such as:
Employee interviews: an interview based upon the skill knowledge required by the employee is helpful to analyze the skill gap by testing the skill related knowledge.
Employee feedback: employees can provide positive as well as negative feedback regarding a project, process or skill. Feedback can be helpful in identifying the need of training required for development of a skill if necessary.
Skill analysis softwares: softwares such as TrackStar and Skills DB Pro can be helpful in analyzing the skill gap reducing the time taken to analyze the skill gap.
Seeking inputs from other team members for planning and implementing the project management project can diversify opinions and ideas. It can showcase various facts and data by active participation of all the team members. Input can be collected in following ways:
Suggestion box: Suggestions from different team members can gather good ideas for implementing the performance management model such as email notification to each employee, team meetings to discuss the new amendments.
Employee surveys: surveys regarding previous issues of the performance management project should be performed while addressing and welcoming new ideas for the planning of new performance management program.
Communication and effective leadership: robust comments by a leader can invite input from the employees and they can share their views regarding the changes in appraisals, trainings, skills, bonuses, leaves actively. Active communication leads to discussion, this could account the feedback of employees regarding the old and new performance management program.
Conflicts among employees are common when they work in teams. While the development of new Performance management program in extract engineering, conflicts regarding roles and responsibilities were very common. These conflicts were further reducing the pace of development of the new performance management program. According to Fisher 2018, such conflicts are resolved in following steps:
Fostering open communication: communication is the key to resolve conflicts. Open and honest communication can help reduce the emergence of conflicts between two employees.
Building trust: effective communication develops trust. Once trust is built the employees starts to help each other irrespective of the roles and responsibilities.
Managing the pace: patience helps to build confidence among the employees further building relationships.
Controlling emotions: Anger, disagreement, dissatisfaction are the most common negative emotions in team work while developing programs such as performance management program. This is because of different viewpoints of different people. Example different viewpoints regarding the need of training for performance appraisals.
Creating mutually effective outcomes: If the responsibility related disputes are not resolved by communication strategies then the work can be equally distributed among the two employees.
Feedback is an important monitoring tool for a project, program or business. Feedback regarding work relationships can help determine the communication based loopholes and issues that needs improvement. A person should be seeking feedback regarding work relationships as soon as the projects regarding team work comes. It should be specific, easy to understand and specific for the person. One can ask for feedbacks for analyzing own work relationships as well as for the entire team. Feedback is collected by asking for informal as well as formal opinion regarding the status of work relationships. Questions can be asked from the employees regarding the communication building strategies, trust issues, emerging conflicts and improvement in team work performance. The feedback could be positive as well as negative hence the response should be reactive and reflective. Feedbacks are asked to perform well hence better work relationships are expected with active feedback of employees for teams or a specific employee.
Monitoring is an effective tool to boost productivity and gain effective outcomes. The performance management process team is monitored on every step to check for timely delivery, appropriate changes, quality enriched and within the budget of Extract engineering. Monitoring of the team is done via:
Specific feedback: feedback is asked from the employees regarding the project status and changes. It is further assessed and evaluated to attain good outcomes.
Verbal questions: verbal questions regarding the status of project such as conflicts, responsibilities, changes, modifications and amendments should be monitored to assess the performance of team and employees.
Documentation: the employees are asked to document all the work done by them for referencing as well as monitoring.
Audit approach: random audit of the performance of the human resources is done to know the percentage of performance appraisal and evaluating the activities of the project members. Audit can be carried out periodically.
Analytical approach: in this approach it will be analysed whether the project was done within the budget. Utility analysis of HR activities and project team member activities made in this approach.
Balanced score card: in this four dimensions are considered: financial performance, customer service, business process and growth. The score card is prepared on the basis of the performance of the human resources.
(a) Once the performance management process is completed it should be implemented properly. To implement the process it should be promoted among the company highlighting all the changes in the previous program. The employees should either be emailed or could be addressed via a power point presentation or seminar. A workshop should be conducted to explain the amendments, change in policies, advantages of the changes to the employees.
(b) The new performance management process aims at improving employee satisfaction and company’s productivity. As the previous performance management program was 5 years old it lacked role and employee centred KIP’s to monitor and evaluate the performance, majority of the employees were unsatisfied by the appraisals and bonuses. The new process was role and position centred with goal of complete employee satisfaction. The new process would deal with under-performing employees as well as acknowledge good performing employees with bonus.
(c) The training provided to the managers and employees informs them about the modified policies regarding salaries, bonuses and appraisals. The training session involves:
Discussion of criteria set for assessing employee performance.
Helping under-performing employees to work better followed by warnings and dismissal.
Criteria for yearly appraisals and bonuses.
Informing the managers about revised ways of employee performance assessing procedures.
Informing about the value of feedback.
To review skill gap in employees that could be further filled with training and skill learning sessions because skilled employs are a way to success of a company.
Regular check-ins between the managers and employee performance development related reports.
Checklists for evaluation: A check list can be prepared for the evaluation of the performance management process to ensure all the needs are met. The performance management process is modified based upon the needs of employee satisfaction, skill development and proper monitoring and evaluation.
Surveys: Surveys could be carried out having frequently questions such as target expected for bonus, view on yearly appraisals based on the revised performance management program.
Questionnaire methods: Questionnaires are prepared in this method and given to the project team members. This questionnaire can contain questions related to the budget of the project, performance management process and whether all the needs of the project are met or not.
Focus groups: these groups are made to provide information regarding the performance management process and the evaluation of the process management system. The focus groups are made to focus on a specific area of modification such as analysing presence of skill gap or employee conflicts.
Anasthsia. (2017). Skills Gap Analysis. Retrieved from https://www.cleverism.com/lexicon/skills-gap-analysis/
Australian Human Resources Institute. (2019). BSB41015 Certificate IV in Human Resources.
Fisher, B. (2018). 5 Ways to develop more meaningful relationships at work. Retrieved from https://www.inc.com/beth-fisher-yoshida/5-ways-to-develop-more-meaningful-relationships-at-work.html
Haughey, D. (2014). Work breakdown structure 101. Retrieved from https://www.projectsmart.co.uk/work-breakdown-structure-101.php
Withaar, L.D. (2019). Key human resource management policies & procedures. Retrieved from https://smallbusiness.chron.com/key-human-resource-management-policies-procedures-60802.html
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