Referencing Styles : APA You must plan, monitor and review a case study relating to performance management of a team. You will undertake a number of activities to manage the performance of one of the two employees. This will include management activities, such as developing work allocations, identifying KPIs, participating in several role-plays, undertaking performance reviews, and proposing a development plan for remedying poor performance by the Employee under your supervision. Finally, you will need to provide feedback to a work colleague or a friend if you are not in a workplace on performance during a role-play. The partner in the role-play can be your mentor or friends, family, local club members, workmates, and so on. Please video this role-play. Procedure 1. Review the Case Study – Housefriends Homewares (Appendix 1) or one supplied by your assessor 2. Complete the Operational Plan (Appendix 2). As the Store Manager you are to report your operational plan to head office to have the following completed by the extended trading deadline. 3. Read the profiles in this assessment. In pairs, adopt the role of Manager for that Employee (Marie or Tony). 4. Individually develop goals, KPIs and tasks for the Employee you have selected. Document these in the Employee’s Performance Management Plan (Appendix 3). 5. Prepare role-play notes to plan the topics you will discuss and outcomes you hope to achieve, these will assist you to keep the role-play meeting on track. Submit these with your documentation. 6. Conduct two one-on-one coaching role-plays (one with you as the Manager, one as your partner’s Employee). The Assessor will observe this role-play and examine the documentation (the completed Appendices plus notes) that you will submit for assessment on completion. Role-plays As the Manager, you have set up the first one-on-one meeting. In addition to discussing the program you have outlined on the Performance Management Plan (Appendix 3), you will also: a. Resolve the issue outlined in the Employee profiles and conduct a coaching session to assist the Employee address the issue. b. Discuss KPI results generated from their team. c. Discuss Individual reports on progress and take time to chat with your Employee informally to get feedback on problems they are facing. You also use this meeting to emphasise the concept of team achievement. d. Complete the Performance Development Plan (Appendix 4) on the basis of the outcomes of the one-on-one session and sign-in agreement. e. Complete performance review notes to place in the Employee’s file. 7. Complete file notes from the one-on-one coaching session to be placed in the Employee’s file. 8. Following the role-play, the Employee participant is to complete the Coaching Session 1 – Observer’s Evaluation Sheet (Appendix 5). 9. Following the role-play as the Manager, complete the Coaching Session 1 – Coach’s Self-Reflection Sheet (Appendix 6) 10. Conduct a second meeting with your partner and deliver feedback (participant Employee/Observer deliver feedback verbally to the Manager participant regarding the coaching session) based upon the notes taken in Observer’s Evaluation Sheet. The Assessor will observe this session. Specifications You must provide: ● a completed Operational Plan (Appendix 2) ● a developed Performance Management Plan (Appendix 3) ● a completed Performance Development Plan (Appendix 4) ● a completed Coaching Session – Observer’s Evaluation Sheet (Appendix 5) ● a completed Coaching Session – Coach’s Self-Reflection Sheet (Appendix 6) ● one-on-one session notes ● performance review notes. Your assessor will be looking for: ● your completed Operational Plan addresses the: ○ revamped store layout ○ recruitment and induction plans ○ training of all staff on the sustainability features of major product lines ● your developed Performance Management Plan identifies: ○ work roles (in accordance with Operational Plan) ○ key result areas ○ indicators of success ○ date to be competed ● your developed Performance Development Plan: ○ identifies skills to be developed by the Employee that correlate with the KRAs and indicators of success indentified in the Performance Management Plan ● your completed Coaching Session – Observer’s Evaluation Sheet: ○ utilises the GROW model ○ identifies the performance issues with the Employee ○ utilises a number of communication skills such as: – active listening – re-phrasing – summarising ○ asks probing questions ○ allows the Employee time to think before replying to questions ○ uses body language cues to help put the Employee at ease ○ acknowledges the Employee during the coaching session using positive feedback ○ provides constructive feedback to the Employee during the session ○ provides strategies for developing the Employee that would enable the performance issues to be addressed and for the Employee’s performance to improve ● your completed Coaching Session – Coach’s Self-Reflection Sheet: ○ identifies strength and weaknesses ○ identifies strategies to improve ● your feedback session: ○ is constructive ○ identifies areas of: – excellence – strengths – weaknesses – strategies for improvement – encouragement. ● your one-on-one session notes address, and your role-play incorporates: ○ the planned approach for issues mentioned in the Case Study and desired outcomes ○ items from the Performance Management Plan for that Employee ○ plans on how tasks will be completed ○ the achievement of a shared understanding ○ the establishment of a review process of performance. ● your performance review notes contain: ○ name of Employee ○ name of Manager ○ date of coaching session ○ identification of performance issues ○ worker responses ○ areas of disagreement ○ opportunities for development. ● Interviews can be varied to take place by Skype or phone. ● A follow-up interview may be required (at the discretion of the assessor). ● Evidence can be submitted electronically or posted in the mail. Did the coach utilise the GROW model for coaching his or her employee? Did the coach identify the performance issue? Did the coach utilise a number of communication skills to reflect and clarify the employee’s answers? ● active listening ● clarifying ● summarising Did the coach ask probing questions? Did the coach allow the employee time to think before replying to questions? Did the coach ask probing questions? Did the coach allow the employee time to think before replying to questions? Did the coach use body language cues to help put the employee at ease? Did the coach acknowledge the employee during the coaching session using positive feedback? Did the coach provide constructive feedback to the employee during the session? Did the coach provide strategies for continuous improvement for the employee? Did the coach identify his or her strengths and weaknesses as a coach/manager? Did the coach identify areas for self improvement?