Respond To Performance Data

Submission details

The Assessment Task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

To demonstrate the skills and knowledge required to analyse performance reports, review performance indicators and take appropriate action to address systems failures and variances to the business plan.

Assessment description

In this Assessment Task, you will analyse performance data and reports against planned objectives, implement strategies to refine performance indicators, and address coaching and training needs. You are also required to develop and recommend processes for the review of systems, procedures and work methods.

  

Procedure

1.Review the case study ‘B&A Toy Warehouse’.

2.Critically analyse the information and write a brief report, responding to each question in the case study.

Specifications

Deliverable specifications

• Submission of written report.

Quality specifications

Question 1

1. After completing a comparison of current performance against desired performance levels, identify the corrective actions required to achieve the business plan goal of improving warehouse productivity by 10%. What type of corrective actions do you recommend for each performance improvement (e.g. interim, adaptive, corrective, preventative or contingency)?

Question 2

1. Critically analyse the performance against planned objectives.
2. Identify areas of non-performance.
3. Report on systems failures which contributed to these results.
4. Consider failures in communication, planning, reporting and training.
5. Review performance indicators and refine if necessary.
6. Comment on the suitability of performance indicators and what changes might be required to achieve organisational goals.

   

Question 3

1. Recommend performance improvement strategies.
2. Identify and redefine performance measures, if necessary.
3. Document a training and development strategy to address the performance of underperforming individuals or teams.
4. Identify development needs of individuals and groups.
5. Identify training/coaching needs.

iii.            Present in a development plan.

Question 4

1. Develop a strategy for reviewing systems processes and work methods at B&A Toy Warehouse.
2. Describe how the implementation of your strategy would lead to continuous improvement.

Adjustment for distance-based learners:

• No variation of the task is required.
• A follow-up interview may be required (at the discretion of the assessor).
• Documentation can be submitted electronically or posted in the mail.

   

Case study–B&A Toy Warehouse

You have been provided with the following information pertaining to the operation of B&A Toy Warehouse.

Review and analyse the information provided, and answer each of the five questions in this case study.

Evaluating performance measures

After identifying the performance measures, Tony evaluated performance by comparing current performance against the desired level of performance. This allowed him to determine areas for improvement to assist the warehouse in achieving its productivity goal.

Question 1

After completing a comparison of current performance against desired performance levels, identify the corrective actions required to achieve thebusiness plan goal of improving warehouse productivity by 10%. What type of corrective actions do you recommend for each performance improvement (e.g. interim, adaptive, corrective, preventative or contingency)?

Analyse systems and processes

After implementing his strategy to monitor and evaluate performance, Tony has identified the areas that require corrective action. Tonyknows that in order to do this,he must first complete a more detailed analysis of the warehouse systems and processes,andidentify the specific steps required to improve productivity.

    

Systems

Two years ago, the warehouse implemented a custom-built electronic warehouse management system (WMS)which has had an enormous impact on productivity. When completing his review, Tony asks the following questions to ensure that the system effectively supports warehouse operations:

• Has the warehouse achieved the productivity goals that were to be delivered by this system?
• What is the occurrence rate of the system being out of order and impacting on the packing of orders?
• How long does it take to train new staff members to use the system?
• How do the employees who use the system rate its ability in assisting them to process customer orders efficiently?

Tony also uses the system to generate a series of reports that allow him to analyse warehouse systems and processes. The reports details:

• number of orders packed per hour, per day
• time required to pack each order
• number of packers per order
• numberof boxes per order.

Tony also documents the process (from order receipt to dispatch) to assist with his analysis,andto help him to understand the exact process followedin packing an order.

 

•  Tony also completes the following SWOT analysis to assist with his review.

Performance measures and assessment tools and techniques

At the commencement of the performance year, Tony tasked his management team tocomplete balanced scorecards for all warehouse team members, and record the key result areas (KRAs) and key performance indicators(KPIs) for each role. This was done to ensure that all warehouse employees understood the performance measures for their role.

The scorecards were last accessedtwomonths ago to complete annual performance reviews.

Tony contacted the Human Resource Manager to obtain a report detailing the KRA’s, KPI’s and performance ratings for all warehouse employees.  He wants to evaluate the performance review process and the effectiveness of these measures in assisting the warehouse to achieve its operational plan goals.

Upon reviewing the report provided by Human Resources, Tony discovered:

• Only 80% of employees have documented KRA’s and KPI’s – 20% of employees do not know what performance level is expected of them.
• KPI’s are not aligned with warehouse goals– employees are not clear on what the warehouse is trying to achieve.
• Majority of KPI’s are not written using SMART format–they are not providing employees with clear expectations on what needs to be achieved and by when.
• Performance ratings indicate that 50% of employees exceeded performance expectations for the last performance year, which is inconsistent with warehouse end-of-year results (the warehouse did not achieve its operational plan goals last performance year).

   

Performance Reports

As Warehouse Manager, Tony is tasked with the following human resource KRA’s:

Warehouse Human Resources Monthly Performance Report

Identifying Trends

To assist Tony inunderstanding the warehouse operations, and to identify where he can make improvements to achieve performance objectives and measures, Tony graphs the number of orders processed and absenteeism for each month over the last year.

 Question 2

1. Critically analyse the performance against planned objectives.
2. Identify areas of non-performance.
3. Report on systems failures which contributed to these results.
4. Consider failures in communication, planning, reporting and training.
5. Review performance indicators and refine if necessary.
6. Comment on the suitability of performance indicators and what changes might be required to achieve organisational goals.

Question 3

1. Recommend performance improvement strategies.
2. Identify and redefine performance measures, if necessary.
3. Document a training and development strategy to address the performance of underperforming individuals or teams.
4. Identify development needs of individuals and groups.
5. Identify training/coaching needs.

iii. Present in a development plan.

Question 4

1. Develop a strategy for reviewing systems processes and work methods at B&A Toy Warehouse.
2. Describe how the implementation of your strategy would lead to continuous improvement.

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