Part A – Case Study
1. How will you provide formal & informal feedback to staff?
One of the most efficient procedure to provide feedback to staff, is providing a system of ongoing feedback on issues of performance which creates an open dialogue with staff about any issues or problems happening in the workplace. Supervisors and managers should make staff comfortable about the feedback to be given or received in order to make them improve their performance and bring positive results to the organization. By providing positive or negative feedback, it’s essential to prepare well before talking with employees. Staffs feedback can and often does occur in the form of a structured formal review, but it doesn’t have to, it can be informal as well. When a company conducts a informal feedback, it is common to happen verbally conversation, where staff members outline progress and share the issues with his or her manager. Also, it could be done by short meetings to discuss general performance issues and identify areas for improvement.However, a combination of formal and informal reviews of performance works best in mostly companies. In the other side, when the company providesformal feedback, managers need to book a meeting with the staff, or the company has already a standard procedure that monitors the performance of the team (reports, intranet tools etc).
2. What actions will you take against poorly performing staff?
Concerning about actions to take when poor performance is identified is to discuss the reasons for the poor performance and to help the employee to identify ways to overcome it. Superviros and managers should focus discussions on issues of good performance and reinforce the importance for both the individual and the organisation. As poor performance is not always deliberate, some staff members have not been correctly briefed or are working under a misunderstanding. Commonly, personal issues may related to poor performance. Managers need to discuss with them and observe to try to rectify the problem. The steps to be taken when that happen are:
Identify the problem
Assess and Analyse the problem
Meet with the employee and discuss the area of underperformance Consult and get both parties agree to a solution
Monitor the problem
Develop performance plan
Keep the procedures of performance management
3. What on the job coaching could you provide to improve performance?
Coaching is a valuable tool for increasing an organisation´s productivity as well as increasing morale and performance. So, in order to increase performance, as a manager I would need to make assessment on how quickly the individual can be coached to an appropriate performance level and set clearly defined performance targets and deadlines in conjunction with the employee which are agreeded to in writing. Coaching provides the opportunity to get feedback from these experiences - this is achieved by questioning and clarifying. Managers need to be consitent when providing information on the strenghts and weaknesses of the staff performance. Individuals that are more likely to perform well are coached into developing their skills further.
4. How would you document each individual´s performance?
I would review their performance management notes and documentation generated throughout the year in order to more effectively assess the employee’s performance, such as reports, performance meetings, one-to-one communication as mentioned previously. Only issues that have already been discussed with the employee should be part of the assessment documentation and meeting. This tactic is to ensure that managers deal with performance problems when they arise and that there are no surprises during the performance assessment meeting. As an alternative, written performance documents are to be kept in the employee´s personnel file after the employee is provided with a copy. By having a paper record, managers can document each individual´s...
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