OPM REVIEWER  Training and assessment specialists - internal

and external
COORDINATE ACTIVITIES IN THE OPERATION OF  Trainees - past and present
AN ENTERPRISE  Representative government regulatory bodies
 Union and employee representative bodies.
Organization Plans - essential road maps for what
is to be done and outcomes. Step I: Know where you're starting from and what's
required.
Efficiently - on time Step 2: Do an audit of staff.
Step 3: Identify the training gap.
Effectively - the service or product Step 4: Determine the course of action.
Step 5: Consult:
Reflection of Plan - plan must reflects targets and
objective. THE ORGANIZATIONAL CHART OF AN ENTERPRISE
This document sets out the hierarchical
 Written Work Plan - procedures relationship between all positions within the
 Verbal Work Plans - plan need to be made in business and identifies:
response
 Daily Priorities - consistent activities  Who is responsible to
 Weekly Priorities - tasks such as ordering of  Who the official lines of communication
stock, cleaning, stock taking  Possible career paths for people within the
 Regular Duties or Work Tasks - assigned to the business.
team
LINES OF AUTHORITY - the chain of command.
TYPE OF WORK PLANS LINES OF RESPONSIBILITY - The prescribed areas or
 Sales Plans department's staffs have responsibility for.
 Reporting Plans
 Production Plans ADVANTAGES OF GRAPEVINE COMMUNICATION:
 Budgetary Plans 1. Speed of Information:
 Team Participation 2. Fills Gaps in Formal Communication:
 Work Schedules 3. Employee Bonding:
 Team and individual learning goals. 4. Feedback Source:
5. Encourages Informal Learning:
KEYS TO PLANNING
 Know the goals
 Match your plans to those goals
 Inform, train and resource staff MAINTAIN EFFECTIVE WORKING RELATIONS IN
 Review your plans regularly and modify as THE OPERATION OF AN ENTERPRISE
required.
TYPES OF PROBLEMS
TRAINING NEEDS IDENTIFICATION  Conflicts in priorities
 STAFF INDUCTION  Resource constraints
 REQUEST FROM A STAFF MEMBER  Lack of information
 A REQUEST FROM MANAGEMENT  Supplier delays
 PERSONAL OBSERVATION  Differences in opinion
 CUSTOMER COMPLAINT  Interpersonal conflict
 CHANGES IN WORKPLACE EQUIPMENT  Hazardous events
 CHANGES IN PROCEDURES  Time constraints
 CHANGES IN LEGAL REQUIREMENTS  Electricity shortages
 TRAINING NEEDS ANALYSIS  Bad weather
 Shortfalls in expected outcomes
CONSULTING TRAINING NEEDS WITH OTHER  Poor staff performance.
EMPLOYEES
 Other team leaders and supervisors from the HANDLING PERFORMANCES RELATED PROBLEMS
business  Performance problems at work often comes
 Technical experts from inside and outside the from poor work performance or behavior.
organisation  These issues need to be fixed for the
 Managers, employers and business owners organization to succeed.
 Supervisors are responsible for identifying and ARRANGEMENT WITH EMPLOYEES FOR
addressing them. Sometimes, poor DISCUSSIONS
performance isn’t the employee's fault, but  The management must identify the source of
 the cause must still be found so management the problem.
can make improvements.  The management must lay out clear
expectations to the employee.
SOURCES OF INEFFECTIVE PERFORMANCE - Before  The manager must document all meetings and
addressing poor performance, it’s important to communications.
figure out why it’s happening.
NOTIFICATION OF EMPLOYEES ABOUT
EMPLOYEE QUALITIES PERFORMANCE
 Problem of capacity THE IMPORTANT POINTS TO NOTE AND BE
 Family related problems INCLUDED IN THE NOTIFICATIONS ARE THE
 Psychological Problems FOLLOWING:
 Physical Problems  Advise staff in-person about the time and
place for the session
ORGANIZATIONAL SOURCES OF EMPLOYEE  Advise them of how long you expect the
PERFORMANCE session to take
Poor employee performance can sometimes be  Give them a brief outline of the nature of the
caused by issues session
1. Decisions and Policies  Let them know that their session will be
2. Supervision conducted one-to-one
3. Peer Issues
4. Work Environment VENUE FOR THE SESSION
 Your office
EXTERNAL SOURCES OF PROBLEMS  The boardroom
1. Clashes with moral or religious issues  Any internal room, after all the
2. Changing economic conditions customers/guests and other staffs have
departed.
CONSIDERATIONS IN CONDUCTING
PERFORMANCE APPRAISAL FACTORS TO CONSIDER WHEN MEETING WITH
Management needs to consider: STAFF TO ADDRESS PERFORMANCE
1. What are the symptoms and what are the  Time the session
likely causes  Hold private
2. If the causes are because of something that is  Start the session by mentioning something
internal to the organisation, the organisation positive about their performance
may be responsible for further problems
3. Identify whether you are dealing with a work POINTS TO ADDRESS AND CONSIDER IN
performance problem CONFIRMING AGREEMENT WITH STAFF
4. Interpret checklists and then put them into  How the change will better meet management,
performance review documents. customers and co-worker expectations
 How the change will positively impact on the
WHAT MANAGERS SHOULD DO TO SETTLE THE efforts of colleagues
ISSUES?  How the change will benefit the business
 Observing staff while they are undertaking  How the change will benefit them
actual workplace activities.
 Listening to staff when they interact with THE INDIVIDUAL BUSINESS CONTEXT - The
customers/guests decision is influenced by the availability of qualified
 Examining finished products replacements.
 Gather supplementary information.
 Talking to other staff, customers/guests and TAKING DISCIPLINARY ACTION IF REQUIRED - It is
co-workers essential to exhaust all other avenues before
 Reading the ‘complaints’ and ‘compliments considering dismissal.
files.
POSSIBLE DISCIPLINARY ACTION
 Issuing a verbal warning
 Giving a written warning
 Suspending the staff member from duty for a
prescribed time
 Dismissing the staff member.

CONSISTENCY OF MANAGER’S ACTIONS - applying

THE NEED FOR DOCUMENTS/RECORDS

INFORMATION TO SAVE
 Dates and times that meetings and discussion
occured highlighting the extent and degree of
non-
 compliance.
 Other people (management, etc.) who were
present at any sessions, and their
contributions
 Copies of written documents given to the staff
member.

SEEKING ASSISTANCE OF TEAM MEMBERS

ROLE OF SUPPORT
 Providing back-up support
 Explaining, clarifying
 Providing encouragement
 Providing feedback to another team member
 Undertaking extra tasks, if necessary.

TYPES OF SUPPORT
 Physical Support - skills sets and actual
physical help whether it belifting.
 Intellectual Support - framewoks, documents,
files, knowledge and advice
 Financial Support - money needed to be able
undertake an activity
 Infrastructural Support - physical items
including buildings, equipment, furnishing,
fittings and fixtures
 Resources Support - food, beverages,
uniforms. Stationary and other supplies
 Mentoring - advice and guidance