Support Performance Management Process Assessment 1

SUPPORT PERFORMANCE MANAGEMENT PROCESS BSBHRM403A

ASSESSMENT COVER SHEET

Assessment Task 1: Law firm case study (50% of assessment)

Student Name & ID no. Deepak Ralph Singh 368035726

Unit name Support Performance Management

Unit number BSBHRM403A

Due date Tuesday 6th November 2012

Trainer’s name Janice Jones [email protected]

Assessment Requirements: Points CommentsQuestion 1:

/10

Question 2: /5

Question 3: /5

Question 4: /10

Question 5: /15

Question 6: /5

Total/50 Grade for assessment:

CD Distinction 88CC Credit 75AC Competent 61NC Not yet Competent 44

NB: extensions must be approved before the due date

Student Declaration

I have kept a copy of this assessment that I can produce if the original is lost or damaged. I certify that no part of this assessment has been copied from any other student or source except where due acknowledgement is made in this assessment activity. No part of this assessment has been written or produced for me by any other person except where such collaboration has been authorised by the teacher.

Student signature: Ralph Date: 6/11/2012

Trainer’s signature: Date returned:

Assessment 1 BSBHRM403A Support Performance Management Process July 2012 V1 JJ

mailto:[email protected]


Assessment 1 Case Study (50% of assessment) Due: Tuesday 6th November 2012

Law Firm Case Study

You are the new HR Officer of a Sydney based law firm. Two brothers started the law firm five years ago and the firm has steadily grown every year since then. There are 21 employees in the firm today:

2 two owners (partners in the law firm)

4 Lawyers at management level

8 lawyers

4 assistant lawyers currently studying law part time

1 receptionist

1 Human Resources Manager (who has been in the role for 6 months) and

You – the newly employed HR Officer. You have been hired to assist in the development of performance management processes

There are limited human resource processes in place:

no annual salary review

no performance appraisal system and

individuals are hired on whatever salary the firm needs to pay to attract them

employees complain that the brothers play favourites when it comes to promotions, pay rises, bonuses and the allocation of interesting legal case work



From your initial meetings with the 4 lawyers at management level, you get the feeling that:

- communication with staff is poor

- morale is low

- employee turnover at the assistant lawyer level is high

- the firm has already overspent its recruitment budget so far this year

- the assistant lawyers who remain always ask for a pay rise when a colleague leaves because their workload doubles

In addition, there has been no formal recognition of training needs and you would like to see training and development become an inherent part of the law firm’s culture.

The job descriptions that are in place have not been updated since the law firm began.

The two brothers who started the law firm have also expressed a desire for Human Resources to introduce a career succession system.

In an effort to overcome many of these issues which lead to poor morale, continued staff turnover and reduced productivity, you have been hired to help design and implement a performance management system.

Question 1 10 points Answer in half a page i. What is the purpose of a performance management system? ii. Relate your answer to relevant issues in the law firm.

Ans:The purpose of Performance Management is to proactively manage the organization’s performance to meet its business objectives. It is a term used to describe a set of activities that assess whether goals or objectives are being met. These activities include defining work, setting goals, providing feedback and encouraging development. Performance management is about shared responsibility and understanding of roles, expectations and standards. It bridges the gap between the management and the employees by having a strong and effective communication. Performance Management also boosts the morale of the employees which as a result helps the organisation to retain the employees. The purpose is also to be an efficient and effective organisation to ensure it meets its financial commitments, and to continue to fund its ambitious plans. Another purpose is staff to give of their best and recognise their effort and hard work.



Question 2 5 points Answer in half a page List 4 reasons why a performance appraisal system should be implemented in the law firm. Expand on each reason.

Ans: The reasons why a Performance Appraisal system should be implemented in the law firm are as follows:

I. Retain employees-: It is very important to have a performance appraisal system in the law firm, so that the employees will stay in the firm instead of leaving the firm. Retaining employees is very important as it helps the firm to keep good and hard working people to themselves.

II. Encourages good communication-: It maintains and establishes a healthy communication channel within the organisation. The gap between the management and the workers are filled and reduced with the help of effective communication. Thus it clears the doubts and lays clear objectives for the employees.

III. Job Satisfaction-: Job satisfaction is very vital in any organisation. If the employees are not satisfied with the job, objectives and tasks can never be achieved. job satisfaction gives them a sense of relief and comfort zone. It makes them happy even when they are given hard assignments.

IV. Reduces poor performance-: A good performance appraisal system reduces poor performance in an organisation. Even if the employees are burdened with overload, they can still get the job done without any hassle only if they are looked after.

Question 3 5 points Answer in half a page



Performance indicators need to be written to help the employees know how they are performing their tasks and responsibilities. What advice would you give the 4 lawyers at management level when they write performance indicators for their staff?

Ans:The lawyers at the management level needs to follow the given guidelines inorder to write a good performance indicators:

i. Be consistent with the job description: The job description must be updated every now and then.

ii. Be consistent with company plans and resources: The performance indicators must comply with the objectives of the company.

iii. The PI must be specific ( to the point), realistic (it must be real so it can be achieved), measurable and trackable.

iv. It must be constructed properly, Keeping in mind the action verbs.

v. It must be agreed by both the team i.e.; management and the workers.

vi. State and specify as how the performance will be measured.

vii. Rate objectives for difficulty and importance.

Question 4 10 points Answer in one page It will be your job to work with the HR Manager and implement a performance



appraisal system for the law firm. A stakeholder is a person affected by something. List the stakeholders affected by the introduction of a performance appraisal system in the law firm and discuss why they are stakeholders.

Ans:

The stakeholders for the firm are:i. The Owners:

People who own the business like shareholders and the owners are the stakeholders of any business or organisation, In this case the two brothers are stakeholders because any action or decision taken by them is related to the firm and that will affect the functioning of the firm. Since they are not looking after the employees, the employee turnover is very high. As a result the firm has to spend a lot of money in recruitment and still the turnover of employees continue.

ii. Employees: Even employees are regarded as stakeholders because even their actions and decisions effect the firm. They are considered as the internal source of stakeholders. They effect the functioning of the firm directly and also are directly affected by the organisations decision and actions. As lawyers at the assistant level are not being looked after, the rate of employment turnover is very high. They feel that they should be rewarded more for their extra workload, they also feel that the brothers are partial in giving bonuses and promotions.

iii. Customers: Customers are also regarded as stakeholders but as external source. Because they effect the firm very deeply and effectively. If their interests are not being taken care of or looked after, the firm might lose their precious customers and client. And if they lose their clients then the firm will lose capital and profits and their image and goodwill. because of which the employees might leave the job because after the clients it's their interests that's being not taken care of. And thus in a chain reaction the whole firm and people related to it will get effected.

Question 5 15 points Answer in one page Assume you and your line manager have created the performance appraisal process for the law firm. One of the lawyers at management level has asked for



your guidance on how best to prepare and run a performance appraisal meeting. Explain what advice you would give to the manager when preparing for and running the performance appraisal meeting.

Ans:The following advises can be given to the managers while preparing for the and running the performance appraisal meeting:

i. Agree time and day well in advance: It really important to plan the schedule the meeting well and advance, the day and time must be selected precisely so everyone involved can be there for the meeting.

ii. Arrange room interruption free: the room must be arranged in such an order so it can't be interrupted.

iii. Time management: The meeting must be allowed for 1.5 - 2 hours.iv. All the necessary documents such as evidence, results and information

must be brought in for the meeting.v. It is advised to build the rapport quickly so it will save time in making

decision.vi. The managers must be attentive and genuine. They must listen carefully

to the details and must be true and honest.vii. The employees must be asked to review their own work.viii. If employees are facing any problem they must bring it up to the

managers. Ask the employees if they are facing any problems.ix. Ask the employees if there is something that could be improved.x. Give the employees time to answer and respond and give feedback.xi. They must explore for a common ground before they reach for

conclusions.xii. The agreements must be reached based on performance level

achieved.xiii. Both the parties i.e. the managers and the employee must decide on the

standards for the next meeting.xiv. They must agree on the action plan.xv. Feedback must be asked on the session conducted.

xvi. Close with a firm date for the next review.

Question 6 5 points Answer in half a pagei. What is a grievance?ii. Why is it necessary for the law firm to have a grievance procedure?



Ans:Grievance can be defined as any work-related dispute arising out of theinterpretation, application, administration or alleged violation of the specific terms of the collective agreement. In short, a grievance is essentially a complaint filed by an employee based on his or her interpretation of the collective agreement.

It is necessary for the law firm to have a grievance procedure because the employees have a lot of grievance and they have no way to solve it. They feel under pressure and overweigh and leave the job in frustration. It is important because;

i. Stabilises the daily employee relations.

ii. It promotes open discussion of issues, and improved communication between the employer and employee.

iii. Allows for interpretation of the Collective agreement.

iv. Provides the option to submit the problem to a neutral third party.


Support Performance Management Process Assessment 1

Documents

Transcript of Support Performance Management Process Assessment 1