Performance and Appraisal Interview with Robyn.

 

 

You are a manager and Robyn is a member of your team , watch the video "manage people performance ", After hearing Robyn on the phone with his customer. You have to conduct a performance and appraisal interview with Robyn..

 

MANAGE PEOPLE PERFORMANCE

Introduction:

An organization may have both the part-time and full- time employees although the ways of managing these two types of employees are different. The current assignment deals with analysis on the induction, job description and performance management process for the full and part time employees in a new organization.

Induction process for the employees:

Conducting the induction process with the new employees is crucial not only for developing the necessary theoretical and practical skills among staffs but also for facilitating them to interact with others employees (Cascio, 2018). The induction process needs to be as follow:
Meeting the new employees and welcoming them warmly: It helps the new employees to have a positive impression for their new organization. 
Introducing to the team: It helps the employee to know the new colleagues and be familiar with the workplace.
Organizational overview and work policies: The third step of induction process deals with providing the new staffs with an overview of the work policies and expected performance standards so that the employees can understand what the organization is expecting from them (Zhang et al.2017).
Informing the people about rules, regulations and performance appraisal methods: In this step , the employees become aware of the rules and regulations of the organizations and the performance appraisal policies, the KPIs and the review policies.

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Job description template for full time and part-time staff:

Full time staffs: Job description for the back office staffs:

•    The candidate should have knowledge on documentation policies 
•    Should have knowledge on project processing as well as financial and accounting works including stock ordering, invoicing and billing
•     Should be able to work independently 
 Part time staffs: Job description for customer support Executives:
•     The candidate should have excellent listening and problem solving skill 
•     Should have patience and pleasing personality to go through long-meetings with customers and bring out positive outcomes from them
•     Should be able to work independently as well as in a team

Five (5) KPIs for full time staff and five (5) KPIs for part-time staffs:

5 KPIs for full time staffs (Back Office Staffs):

Efficiency: It can be measured by the average time a full time back office staff spends at work during the office hours.
Average time to complete a task: It gives management with the idea on efficiency of staffs to complete tasks on time.
 Case reopen rate: It will provide an idea on the backlogs created by the back office workers (Wirtz & Lovelock,2016).
 Case complete rate: It reveals the completion rate of tasks carried out by back office workers.
 Case quality score: The quality of the tasks done by back office staffs need to be assessed on basis of satisfaction of the customers and other colleagues of the staff.
5 KPIs for front office staffs:
 Number of satisfied customers: It will give an idea on the effectiveness of a front office executive.
 Number Positive feedbacks from customers: The number of positive feedbacks from the customers also gives an idea on the level of success of the employee.
Degree of relationship with customers: The number of repeat visits of the customers provides an idea on the employees ability to engage customers.
 Average time to resolve problems: The average time to resolve problems or answer queries gives idea on effectiveness of the employee.
 Number of resolved problems/ answered queries: It makes the management aware of the productivity of the employee.

Performance appraisal system and review process:

 

 Figure 1: Performance appraisal and review process
(Source: Taylor et al.2015,pp-64)

At the first step of performance appraisal, the key performance standards are developed. The next steps deal with communicating the performance standards with employees , measuring the performance of employees and comparing the data with standards (Day, 2014). In the next steps, the results are provided to the employees through feedback and on basis of it, the corrective actions are taken.
 

Recognizing staff for their excellent performance:

Robyn is an employee who is working for the organization for a while and served the company efficiently. The company recognizes the contribution of Robyn as without her participation, managing the customers would not be possible. However, in recent days, the performance of Robyn is degrading and so, the business is facing significant loss. The current interview deals with analysis on the reasons and corrective measures of the performance of Robyn.


 Identifying the areas with poor performance:

Analysis on the recent performance of Robyn indicates that she is currently not able to answer queries of the customers over phone. She is losing patience and so, the customers are becoming unsatisfied. Even in some cases, the customers are becoming unwilling to contact the organization further. Lack of patience , is restricting Robyn from listening to queries of the customers completely. It, in turn, is preventing her from solving their problems. 

Opinion of the staff on poor performance:

Robyn was asked regarding the reasons behind the poor performance. She agreed that her performance is poor in recent days. She in her response, pointed to the changing nature of customers As she told, that the customers are now coming with complex queries which are more difficult to answer. In addition, the customers are now looking for faster response than before (Taylor et al.2015). This nature of the customers is making the situation more complex for the executives. Clearly, Robyn is also facing difficulties to adapt the changing business environment and so, her performance is degrading.

Opinion of the staff of preferable performance:

When asked about the preferable performance, Robyn replied that a front office staff should be able to greet every customers warmly, should listen to their queries with patience and provide the right solution. As a customer gets the first impression on the organization from the front office staff, her role is crucial for attracting and acquiring the customers through creating a positive impression (Wirtz & Lovelock,2016). Due to these reasons, the front office staffs should have a pleasing personality so that the customers become interested to visit the organization again.

Reasons for poor performance as identified by the employee:

Robyn identified that nature of the customers are changing rapidly. Nowadays , they are coming with complex queries and forcing the receptionists for faster response . This changing nature of the customers is posing new challenges to the receptionists. It is evident that the receptionists are need to develop new skills for meeting the new requirements from the customers. However, in an organization, the front office staffs work under high pressure and get less scope for development. It causes the degradation of their performance.

Ways to improve performance as identified by the employee:

As per Robyn, lack of training and development opportunities was one of the main factors that prevented her from developing new skills and resulted in performance degradation. Therefore, she identified the need of training and development for the front office staffs. In the modern business environments, the nature of customers has become highly dynamic (Cascio, 2018). The skills which are important today may be obsolete soon. So, it is necessary for the employees to improve the skills for meeting the new requirements and only training and development can help them to achieve this.

Importance of improving the poor performance:

Ideally , a front office staff should be able to welcome each and every customer warmly, require listening to their queries with patience and find out the right solution for them. A customer or any other visitors obtains the very first impression on the organization upon meeting the front office staff especially the receptionist (Day, 2014). It indicates that her role is crucial for acquiring, attracting and retaining the customers as she is the first person who creates a positive impression. Because these reasons, the front office staffs are expected to have a pleasing personality so that the customers become interested to visit the organization for repeated times (Taylor et al.2015). Lack of training can cause degradation of the performance of these staffs and so, can hamper image of the organization. It indicates that training and development of the receptionists is extremely important as it helps them to improve organizational image.

On the job training and making a plan to implement the training program:

The On the job trainings are effective to improve the skills of employees without affecting the work schedule (Zhang et al.2017) . For the receptionists like Robyn, the one the job personality development programs will be highly effective. In case of such trainings she will not require to stop the regular activities and can improve the skills while carrying out regular tasks. 

Articulating the KPIs for improving performance:

Number of satisfied customers: It will give an idea on the effectiveness of Robyn.
Number Positive feedbacks from customers: The number of positive feedbacks from the customers also gives an idea on the level of success of Robyn.
Degree of relationship with customers: The number of repeat visits of the customers provides an idea on Robyn’s ability to engage customers.
Average time to resolve problems: The average time to resolve problems or answer queries gives idea on effectiveness of Robyn.
Number of resolved problems/ answered queries: It makes the management aware of the productivity of Robyn.
Follow up sessions for reviewing performance:
 The follow up sessions will be conducted once in a month to provide Robyn with feedbacks on her performance. The follow up sessions will help her to understand the areas that require further improvement.

Conclusion:

Analysis on the performance appraisal interview indicates that the process is effective for identifying the skill development needs of the employees. It thus, makes them able to meet the new organizational requirements.

Reference:

Cascio, W. (2018). Managing human resources. McGraw-Hill Education.
Day, R. D. (2014). Leading and managing people in the dynamic organization. Psychology Press.
Taylor, T., Doherty, A., & McGraw, P. (2015). Managing people in sport organizations: A strategic human resource management perspective. Routledge.
Wirtz, J., & Lovelock, C. (2016). Services marketing: people, technology, strategy.
Zhang, Y., Waldman, D. A., Han, Y. L., & Li, X. B. (2015). Paradoxical leader behaviors in people management: Antecedents and consequences. Academy of Management Journal, 58(2), 538-566.

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