Operational Goals for 12 Months

CoffeeVille is a small café outlet based in Australia that specializes in coffee related specialties. The company owns 10 outlets across Australia and has developed a reputation among Coffee Lovers and enthusiasts and has. The company is on its way to become a prominent player in the market and has a promising future in the industry.

Operational Goals for 12 Months:

Over the next 12 months, the company has the following operational goals:

1. Diversify existing range of products
2. Increase sales percentage from new products
3. Increase focus on research and development
4. Attract new customers through innovative offers
5. Improve customer service
6. Invest in customer management
7. Using customer database
8. Optimize operational costs
9. Invest in Total Quality Management
10. Reducing energy per unit production
11. Improve employee retention
12. Increase recycling and reuse

Job Title: Chef

Reports to: Managing Director

Department: Food and Beverage

Job Role Summary:

• Inspecting the freshness of food and ingredients every day
• Developing recipes and deciding upon the food presentation
• Hiring, training and supervising the cooks
• Maintaining inventory
• Ensuring compliance to hygiene and sanitary practices
• Planning menus
• Inspecting supplies, work area and equipment for functionality and cleanliness
• Managing the kitchen staff

Essential Duties:

• Ensuring the maintenance of the quality of food
• Coordinating the kitchen staff towards more efficiency and productivity
• Working towards better profitability for the company
• Deciding upon the quality standards and pricing of different items on the menu

Qualifications and Experience Required:

• Training in culinary arts is mandatory
• Degree in Hospitality and Hotel Management is also needed
• At least 5 years of experience in a similar field

Preferred Skills:

• Communication skills
• Negotiation skills
• Leadership skills
• Organizational skills
• Creative skills

To be completed with the employee during the initial role-play performance discussion meeting.

a) What was your initial reaction to the performance management and coaching exercises?

When I got to learn about the performance management and coaching exercises, I was very interested in the concepts and wanted to understand the strategies that can be used to support and enhance the performance of the workers as well as help them to develop their skills and competencies. I was able to learn how effective performance management can not only help to manage the human resources more effectively, but also help to retain employees and promote job satisfaction among them therefore also facilitating better productivity. I believe that such a knowledge can help me significantly to progress in my career.

b) What was your overall assessment of your performance as a coach? Give reasons for this assessment.

As a coach, I believe that I was able to conduct by duties and responsibilities quite efficiently and effectively. I was able to develop a positive relationship with the employees and guide them towards the best approaches to develop their skills and competencies. I also was able to train the new employees effectively to understand and engage with their work more effectively and also worked towards improving the morale of the employees. At several occasions, I also helped to overcome conflicts within the team and help to develop team bonding and team work. Due to this, I believe that my performance as a coach was really good.

c) What do you think were some of your strengths during the exercise?

Some of the strengths, which I believe helped me conduct the exercises more successfully and effectively were my leadership skills, strong subject knowledge, ability to motivate and influence others, strong communication skills, conflict management and negotiation skills and ability to attract people’s trust. I believe that these strengths helped me to effectively work with a team, guide them towards their goal, support them to achieve their targets both individually and as a team, help them overcome personal barriers towards performance, develop strong and supportive team and facilitate the development of a strong team bond. I believe these strengths significantly contributed towards my success as a coach.

d) What do you think were areas where there was room for improvement?

Certain areas where I believe there is still some scope for further development of skills and competencies includes critical thinking skills and time management skills which can allow me to multitask as well as develop critical perspectives on various problems. I also believe that I need to further develop my technical skills for using various data analysis and employee management applications and software that can help me to evaluate the employee and team performance in an easier manner. Additionally, I also think that it is necessary to continually evaluate the current skills and competencies and use continuous improvement and lifelong learning approaches to make continuous improvement of skills and competencies and thereby achieve professional success.

Task 2: Workplace Law

e) What kind of strategies can you think of to help improve your coaching skills?

Coaching skills can be developed and improved using various approaches. I believe that using the following steps, I can significantly improve my own coaching skills:

1. Using self-reflective approach to evaluate strengths and weakness of oneself
2. Clearly communicating and outlining the coaching goals and objectives
3. Using evidence based practice for coaching approaches
4. Listening to the feedback from the trainees
5. Regularly checking the progress of the coaching session against the pre-determined milestones
6. Developing problem solving skills to overcome coaching problems
7. Maintaining detailed records for coaching sessions and feedback sessions
8. Engaging personal interactions with each member

f) What are some valuable skills that you have learned today to help you in your role as a manager/coach?

Some very important skills that I was able to learn today, which can help me in my role as a manager and coach includes:

1. Time management skills: I was able to learn how to effectively manage my time and utilize the unproductive time to do productive work and thereby optimizing my performance a well as productivity and allowing me to help more team members every day.
2. Leadership skills: Learning about the best strategies to lead the team helped me become a better and more effective coach to whom the members listen to. I also was able to look towards the best interests of the team members as their leader and was able to gain heir trust and respect.
3. Decision making skills: Leaning about decision making skills enabled me to make difficult decisions based on the scenario and therefore work as an effective leader and coach.
4. Communication skills: This was another skill I developed further, and it helped me to effectively communicate with the team members and thus improve understanding and coordination in the team.

1. What is Performance?

Performance can be defined as an action or a process used while engaging with a task or a function. It can also be understood as completion of a task using skills, competencies and knowledge to achieve an outcome. In the context of management performance refers to a successful completion and achievement of positive outcomes from the activities ascribed in the job role (Cunha et al. 2018).

2. Define Key Performance Indicators (KPIs).

Key Performance Indicators or KPI are quantifiable values that can be used to evaluate and assess performance of an employee, a team or an organization. It can be understood as a measure of performance by comparing against the goals and objectives. KPI includes different types of measures using which the performance can be evaluated in context to inputs, outputs, activity, mechanism, control and time (Posthuma et al. 2018).

3. What are the three stages of Performance Management?

The three stages of performance management are:

Planning: In this stage the performance goals, standards and development needs are identified and outlined

Review Progress: Following whether the plan is being followed effectively and identifying challenges and obstacles.

Evaluation: Analyzing the progress and identifying scope for further improvement.

(Buckingham and Goodall 2015)

4. What is the main goal of a Performance Management System?

The main goal of performance management system is to measure the performance of the employees and align the goals, objectives, missions with the resources available in terms of materials and manpower and set organizational priorities (Kearney 2018).

5. List three pieces of legislation that are related to performance management.

Three legislations that are related to performance management are:

1. Fair Word Ombudsman
2. Fair Work Act 2009
3. Fair Work Regulations 2009
4. Fair Work Commissions Rules 2013

(legislation.gov.au, 2019)

6. Define the acronym GROW in the context of coaching to improve performance.

In coaching and performance management theory, GROW is an acronym for Goal, Reality, Options and Way Forward. This refers to the role of the coach to help individuals set their goals, assess their current situation (or reality), provide them strategies to improve (options) and guide them towards achieving the goals (the way forward), thereby helping individuals under their guidance to ‘grow’ (Adler 2018).

8. How would you provide assistance to an employee who:

1. a) Has problems doing their job?

I would try to understand which part of the job they are having problems with, try to explain that part to the employee or provide retraining on those aspects to develop their understanding. I would also re-evaluate the employee after the training to check if he/she is still facing the same problem (Kearney 2018).

1. b) Needs to develop skills to be considered for a promotion?

Provide support to the employee in terms of training, training materials and academic resources to develop those skills. I would also facilitate development of key skills be increasing exposure to to various job roles where those skills are needed and thus helping the development of those skills through practical application (Cunhaet al. 2018).

9. Nick and Tony have been arguing and being disruptive at work. List the steps you would follow to manage the performance of both employees.

In order to manage the behavior of Nick and Tony, both would have a meeting with the managers and human resources team which would aim to resolve the conflict between the two. Both would also be sent for a refresher session on organizational and behavioral policies. Both Tony and Nick would also be given warning on their disruptive behavior.

10. What are the legal consequences for managers and organizations for not keeping records of the performance management process?

The legal consequences for organizations failing to maintain records of performance management process includes:

1. Breach of federal record keeping regulations- failure to maintain the necessary records for performance management would violate the governmental regulations regarding recordkeeping and organizational transparency. Failure to do so would attract strict scrutiny by the governing bodies.
2. Non Compliance- Failure to maintain the records would also lead to non-compliance with the organizational policies.
3. Civil penalties such as fines can be imposed for failure to comply to the legal obligations of proper recordkeeping

References:

Adler, R.W., 2018. Strategic performance management: Accounting for organizational control. Routledge.

Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50.

Cunha, M.P.E., Vieira, D.V., Rego, A. and Clegg, S., 2018. Why does performance management not perform?. International Journal of Productivity and Performance Management, 67(4), pp.673-692.

Kearney, R., 2018. Public sector performance: management, motivation, and measurement. Routledge.

legislation.gov.au. (2019). Federal Register of Legislation. Retrieved from https://www.legislation.gov.au

Posthuma, R.A., Charles Campion, M. and Campion, M.A., 2018. A taxonomic foundation for evidence-based research on employee performance management. European Journal of Work and Organizational Psychology, 27(2), pp.168-187.

Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge.

Wright, P., 2018. Fundamentals of human resource management. Management, 5, p.27.