TASK 3 - BSBMGT 517 manage and operational plan
VIOLETA HOYOS LÓPEZ
BBQfun monitor and review operational performance 1. Prepare a plan for monitoring performance from the start of implementation to the end of the financial year. You may use the action plan template (provided in Appendix 2) or create your own plan. Ensure you include plans for monitoring and/or documenting: a.
budgetary and financial performance
Riz Mehra, Chief Financial Officer is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for overseeing budgets for cost centres and individual projects. b.
productivity performance
Sam Lee, Marketing Manager is responsible for the management of all aspects activities of marketing. Kim Chen, Operations General Manage is responsible for the day-to-day running of the company and responsible for sponsoring projects that affect operations of the organisation as a whole. c.
employee performance in line with performance management policy
BBQfun have been hired as an external consultant to manage operational planning activities for BBQfun’s e-commerce strategy. Les Goodale, Human Resources (HR) Manager will need to coach an underperforming employee in accordance with the BBQfun performance management policy d.
milestone achievement and performance against targets
The Sales and Marketing Manager has been tracking progress against the following by key performance indicators (KPIs). e.
dates for monitoring activities in line with scenario
It is now 1 January 2017. e-Commerce operations are expected to be underway by 1 October 2017. f.
resources for monitoring
All resourcing should have been acquired ac quired and operations undertaken in accordance with relevant external standards, such as legislation and codes of practice, and internal standards, such as organizational policies and procedures and performance targets. g.
progress reporting at the end of each quarter to the Operations General Manager
Financial reporting is completed by the CFO at the end of each quarter of the financial year. Employee performance is gathered by store managers, sales and marketing managers (online staff) and compiled by the HR Manager at the end of each quarter. h.
regular performance management of online staff and lodgement of records with the HR Manager.
Performance management is a process by which HR managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the
organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. Appendix 2: Action Plan Template Milestone: Action and/or
Date
Person responsible
Budget or resources
Delivery trucks: $50,000×6=$300,000 Forklifts: $10,000×3=$30,000 $300,000
objective
1. Identify plant and equipment
15/09/2017
Sam Lee Marketing Manager
Promotional costs
20/09/2017
Website developers
22/09/2017
Training staff
1/10/2017
Recruitment
7/10/2017
Management change leadership training
10/10/2017
Warehouse and office reconfiguration
15/10/2017
4 online staff as additional staff 4 warehouse staff as additional staff 6 delivery drivers as additional staff 2. Evaluate tenders and measure supplier performance through maintenance, features, future-proofing and quality. 3.Placing order and following up
15/10/2017
Sam Lee Marketing Manager Sam Lee Marketing Manager Les Goodale Human Resources Les Goodale Human Resources Kim Chen Operations General Manager Kim Chen Operations General Manager Les Goodale Human Resources Les Goodale Human Resources Les Goodale Human Resources Sam Lee Marketing Manager
15/10/2017 15/10/2017 16/10/2017
17/10/2017
Sam Lee Marketing Manager
$100,000 $24,000 $30,000 $27,000
$50,000
$480,000 $480,000 $720,000 $100,000
2. Identify areas of employee underperformance, determine possible remedial actions and prepare to performance manage underperforming employees. Refer to, follow, or adapt, existing contingency plan for underperforming employees (developed in Assessment Task 1).
Contingency plan template Contingency Plan Company name: BBQfun Name of person developing the plan: Violeta Who was consulted as part of this plan? Name: Pat Mifsud Position: CEO
Risk identified: High risk of employee underperformance Strategies/activities to minimise the risk
By when
By whom
A good leader always follows up with employees. Give that person as much feedback as possible.
1/10/2017
Les Goodale
Setting goals for employees to work towards
1/10/2017
Kim Chen
Providing opportunities for further training or education
1/10/2017
Les Goodale
Set more training and work shop cover all required skills in order to improve their skills and knowledge. Encouraged and incentivize staff to follow performance in all areas relevant to operational and strategic goal.
2/10/2017
Les Goodale
2/10/2017
Les Goodale
1. Follow your contingency plan and the BBQfun performance management policy to coach and performance manage an underperforming employee. Arrange with your assessor to role -play the coaching session. You may wish to use the performance management plan template and coaching plan template (provided in Appendices 3 and 4 of this task) to prepare for the coaching session. Make sure you begin a coaching session with an explanation of your role as a coach in supporting the employee to meet BBQfun’s organisational goals.
Appendix 3: Performance management plan template Name/position:
Manager:
Review period:
Kim Chen Operational General Manger
Lee Goodale Human Resource Manager
1 January 2017
Reference from
Key result area
operational plan
Indicator of
By when
success/performance
10 % of information or order mistakes Average time to completion = 20 minutes Budget: 10% overrun Online sales and revenue Training hours 0 Hours (No Training at all)
Quality of Target = 1% error online sales and service Speed of service Target < 10 minutes (online)
Engaging with customers through marketing, research and personalized service.
Staff team leader is exceptional motivator Staff morale is high
Status report
31/10/2017
complete
31/10/2017
complete
Financial
Target = $30,000 sales 31/10/2017 Outstanding
Professional development
Participate in 2 hours of sales training per month 100% of stuff are able to succeed Driver attendance or routine training and team briefings is at 100%
Manager’s comments:
Signature:
Action needs to be taken immediately.
Date: 31/10/2017
Staff member’s comments:
Signature:
Immediate action need to be taken.
Date: 31/10/2017
VHOY
31/10/2017
complete
31/10/2017
complete
Appendix 4: Coaching plan template Employee: VHOY
Coach/Manager: Kim Chen
Date of session: 1 -7 January 2017
Questions
Goal
What is the aim of this discussion? What would you like to happen? What result are you trying to achieve?
Reality
What is happening now? Can you please be as precise as possible? Have you already taken any steps towards your goal? How would you describe what you did?
Options
Who else might be able to help? What could you do to change the situation? Please tell me what possibilities for action you see.
Will
What resources can help you? Is there anything missing? Is there anything else you wish to talking about these ?
3. Analyse operational performance as described in scenario, and produce an operational plan status report based on the information provided in Appendix 1. You may wish to use the Operational Status Report template (provided in Appendix 5). You will also need to include in your report: a. a description of budgetary and financial performance
A budget is the financial description of an action plan outlining how you will use your money, based on knowledge and assumptions against which you will measure your actual performance. It is important to be honest about what you can manage in income and expenditure, so that you develop a realistic budget that helps you weather the unexpected throughout the year. Riz Mehra, Chief Financial Officer is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for overseeing budgets for cost centres and individual projects.
b. a description of productivity performance
c.
To economists, productivity is the efficiency with which firms, organizations, industry, and the economy as a whole, convert inputs (labor, capital, and raw materials) into output. Productivity grows when output grows faster than inputs, which makes the existing inputs more productively efficient. Productivity does not reflect how much we value the outputs — it only measures how efficiently we use our resources to produce them. Sam Lee, Marketing Manager is responsible for the management of all aspects activities of marketing. Kim Chen, Operations General Manage is responsible for the day-to-day running of the company and responsible for sponsoring projects that affect operations of the organisation as a whole.
an analysis of milestone achievement and performance against targets
The Sales and Marketing Manager has been tracking progress against the following by key performance indicators (KPIs).
d. three recommendations for operational improvement.
Training staff to understand CRM systems, ordering processes and product line. Driver team leader is to motivator. Promote a culture of open communication.
Appendix 5: Operational Plan Status Report template BBQfun operation plan status report Plan goal Plan objective/s
Date: 1 Jan 2017
Implement e-commerce strategy
Redevelop website and acquire physical resources Recruit and train staff Achieve profit targets Adhere to budget Adhere to timelines
Key performance indicators
Current status (Red, Green, Amber )
1. Quality of online sales and service a. % of information or order mistakes = 10% (Target: 1%)
Red
Department
Operations
Person responsible
Project Officer
Comments
2. Speed of service (online) a. Average time to completion: 20 minutes (Target:<10 minutes)
Red
3. Speed of delivery a. Average time to delivery: 2days (Target: 3 days)
Green
4. Online sales and revenue = $250,000 (Target: 300,000) a. Profit = $40,000 ($ Target: 80,000)
Amber
Staff not familiar with product line, even after training. Staff does not understand CRM systems and ordering processes. Staff does not understand product line. Unable to locate information. Poor communication lines. No job aids or support from management. No ongoing performance management as per company policy Low staff morale: complaints of back pain and distractions in environment. Many customers abort interaction due to length of time for order completion. Some extra time taken because of lack of skills and knowledge. Sometime taken because of poor website maintenance and occasional downtime. Driver team leader is exceptional motivator. Driver morale is high. Driver attendance of routine training and team briefings 100%. Some lack of sales may be due to poor customer service.
5. Budget: 10% overrun
Amber
6. Timeline: 1 October implementation
Green
Sales may pick up as awareness of online option through marketing actions increases. Cost overrun due to: Wastage from order mistakes o and over-stocking due to misuse of system. Overtime due to overly long o customer interactions. Implementation on track E-commerce underway. o
Key action update Key action
1. Redevelop website and acquire physical resources
Accomplishments
2. Recruit and train staff
Comments
Redevelopment complete on time and on budget. Delivery trucks and forklifts acquired and operational on time.
Well done team!
Recruitment complete on time. Training complete on time.
Well done team!
Risk update Risk
Contingency
Comments
1. The training program has not been adequate to cover required skills and knowledge. Training has been too short and insufficient to be effective.
BBQfun should provide staff training for existing staff or hire new staff that cover required skills and knowledge.
Action needs to be taken immediately.
2. Staffs are unable to perform roles due to lack of support in job roles and ongoing training, coaching.
BBQfun may transfer staff to the different department if the staff is underperformance in the specific job.
Action needs to be taken immediately.
3. Website downtime Provide alternative ways for Action needs to be taken contributes to increased service and sales such as immediately. service and sales contact email, phone call or fax. disruptions.
4. Sales continue to perform under target.
Set up marketing campaigns in order to increase sales performance.
Action needs to be taken immediately. Sales may need to be more closely monitored
General comments
Customer needs and changing market conditions/competition may need to be reassessed and addressed.
