Operational Plan

Assessment Task 


Appendix 1
Operational Plan
Operational Goals Department Goals Progress
Goals Focus KPI Reason/Barriers Department Deliverable KPI Due 1 2 3 4 5 6
Improve profitability by 20% by 30 June 2019 Reduce Costs Departmental Costs Waiting Times are too long. Customer issues are not being resolved Roadside Services Receive 50%  more feedback regarding servicemen Cost Reduction 17/01/2018 +
Sales Improve the productivity of this sector by 25% Monthly sales growth 24/03/2018 +
Call Centre Sales Target 30/03/2018 +
Increase in Sales Annual Sales Sales techniques are poor. Leads are not followed up. Roadside Services Improve the services delivery Sales Opportunities 15/04/2018 +
Sales Improve the productivity of this sector by 25% 20/09/2018 +
Call Centre Work for increasing sales Increase Sales Target 25/10/2018 +


The two different profiles are as follows that is managed by me in the company.  In this way, these profiles are as follows:

Job Role of Workers:

  • High Knowledge
  • Physical Strength
  • Experience
  • Equipment Handling

Hence, in order to discuss the job roles of the workers, it is defined that these workers are related to the roadside services department that is the reason, they need some strengths while working their tasks.


While discussing the Fixmycar Pty. Ltd, It is determined that individuals develop goals, KPIs and tasks for the worker and document are essential to be discussed in order to improve the worker’s performance so that company can achieve its pre-decided goals as well as objectives.

Individually Goals KPI’s The task for the workers
Complete leadership training Productive Results The manager should measure the result of the projects or tasks that have been given to the workers.
Learn more about the new office communication tool Regular Flow of Information There is a need of supervisor to examine and ensure that the information is being flown in a proper manner.
Gain a more in-depth perspective Decision Making Workers should be included in the decision making so that it is can be ensured that employees have an in-depth perspective.
Improve ability to manage the team Team Work Workers should provide group tasks to examine their team sprite.
Improve presentation skills Customer Satisfaction Level Through getting feedback from the customers, worker’s presentation skills can be evaluated.


There are various reasons that can be responsible for not achieving the KPIs within the organization. In this way, these reasons can be raised due to lack of worker’s performance while operating the tasks in the organization.

In this, it is determined that having a poor performance of the workers leads the less achieved goals of an organization. In this way, for Fixmycar Pty. Ltd, three reasons for lower performance of the workers are defined as below:

  1. High levels of absenteeism at performance team meetings

Absenteeism is an employee’s intentional or habitual absence from work. the causes of absenteeism, People miss working for a variety of reasons, many of which are legitimate and others less so.

Thus, employees and workers are absent in the performance team meetings and these situations create several impacts over the organization. In this manner, impacts of high levels of absenteeism at performance team meetings are

  • Unplanned Work Absence
  • Reduced Productivity for Co-Workers
  • Reduced Morale and Increased Illness
  • Financial Impact of Absenteeism
  • Impact of Absentee Leadership
  1. Poor teamwork

When teams operate well together, then broader ideas are developed, morale is high and productivity flourishes. When teamwork fails, business leaders must try to identify the root of the problem so that they can resolve it before long-term consequences take effect. The impacts of poor teamwork are:

  • Lack of direction
  • Lack of coordination and teamwork
  • Loss of morale
  1. Poor communication skills

Communication is a fact of life, especially in the workplace, where teamwork, technology, and remote work are increasingly common. When stress, unmet expectations, relational breakdown, low morale, dissatisfied clients, family problems, health concerns, and a smaller bottom line become chronic workplace issues, poor communication could be at the root of the problem.


Appendix 2
Performance Management Plan
Name/Position: Mr. Joseph / Manager Manager: Mr. William/ HR Manager Review Period: 3 Months (1 Quarter)
Reference from Operational Plan Key Result Area An indicator of Success/Performance When Status Report
Improve retail sector of the business Customer service, sales Service 75 vehicles within a month By 04/06/2018 Done
Increase amount of feedback getting from costumers Marketing sector, Customer service Get 10 % more positive customer reviews from 20 to 22 a month By 10/10/2018 Done
Increase sales  by 20 % per month quality of service Serve 75-80 costumers a month By 25/12/2018 Done
Manager’s Comments: It is believed by the manager that the customer service coaching session was objectively productive as the manager and her coach gained a mutual understanding of the current underperforming issues. Moreover, they were successfully able to develop employee’s improvements strategies and courses they need to undertake. Signature Date:
Staff Member’s comments: Employees mentioned that basically during the first customer service sessions the 5R manager has demonstrated ho7 to approach and greet customers in a proper way. Signature Date:


As a manager within Fixmycar Pty. Ltd, there is a need to organize a meeting in order to undertake a discussion meeting without having any issue and problem under the company. In this way, a manager should decide the topics that are essential to be discussed for achieving the expected outcomes before conducting the meeting. In addition, the role-play note to plan the topics and the outcomes that are hoped to achieve, are defined below:

Meeting topics:

In concern of Fixmycar Pty. Ltd, company has three departments such as sales, call center and roadside services etc. that all are needed to be focused by the company so the first topic of the meeting should be departmental performance individually.

At the same time, the company has its goal to make a globally recognized brand in the roadside services industry through utilizing a partnership within the automotive industry and affiliate companies with a focus on providing premium services.

So the manager also has the second topic to be discussed in the meeting as for how it can make its brand globally recognized. Apart from this, the third topic of the meeting should be 24*7 roadside assistance programs in Australia in order to attract the customers towards the company.

Expected Outcomes:

Expected outcomes of the meeting’s topics can be measured through evaluation programs that can be organized by the manager within the company in order to ensure that the employee’s of the company are working properly.


First One-on-One Coaching role-play:

Required KPIs

Productive Results: These are essential to ensure the tasks outcomes that should be in favor of workers.

Decision Making: This is important to ensure that workers have an effective thinking capability that is required for their works.

Team Work: This should be ensured by the company for ensuring their project’s success.

Customer Satisfaction Level: These helps to confirm a worker’s work efficiency in the organization.


  • Lack of Credibility
  • Lack of Consistency
  • Lack of Established Goals
  • Lack of Clear Strategy

Second One-on-One Coaching role-plays:

In order to coach the workers, there are some ways by which above-identified and mentioned issues can be resolved by the manager in the company. These ways are as follows to overcome the above issues:

  • Communicate
  • Resolve conflict
  • Manage performance
  • Handle protected employees
  • Provide proper guidance or road map
  • Diagnosing Poor Performance
  • Enhancing Ability


Appendix 3.
Coaching Session – Coach’s Self Reflection Sheet
Coach’s Name: Mr. Jack Signature
Assessor’s name: Mr. William/ HR Manager Signature
Assessment Site: Training area in Fixmycar Pty. Ltd.
Coaching Date/s: 01/12/2018 Time/s 11:00 AM to 2.00 PM
Employee’s Name: Mr. Oliver

Mr. Thomas

Mr. Jackson

Respond to these questions with your feelings and thought about coaching. What was your initial reaction to the coaching exercise?

While entering in the coaching, the initial reaction of the coach was full of nervousness and confusion. In this way, it is determined that the coach was new for the team that is why coach reacted like this.

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

Difference situation needs a different way to deal with each work performance, and this assessment brings us to know how to into one step for business performance.

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

My strength is improving own skill level first, second, analysis of the work environment, third, clear the business objective. At last, give a good opinion on the time.

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

The area can improvement is increasing product profit and development of high skill in the business market.

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

That can through management structures, operate in many countries, make large contributions to the economy and produce goods and services cheaply because they can reduce costs. In addition, BIO strategies because it can help the employee to have a better understanding of Behavior, Impact, and Option.

What do you think will be the cost of not implementing new strategies into your roles as a manager?

That will reduce market profit, value, and position. Second, always stop in the original step, not improve new skill. Also whatever manager or employee and customer, they have to face difference difficult and reduce development space.

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

Targeting a new group of customer, increasing sales by using a new promotional campaign, increasing the performance or quality of the existing product and increasing the number of distribution outlets. Through difference produce skill, idea skill, economy skill and so on, to help as a basic manager. In addition, valuable skills are as given below:

1. How to handle Tough Conversation

2. How to motivate employee

3. How to deliver great feedback

Comments/feedback from Employee (team members)

The comments are collected from the team remembers who was trained by a new coach in the organization.


Appendix 4.
Performance Development Plan
Name/Position Manager: Mr. Joseph Review Period: October to December
Skills to be developed: How skills are to be developed: Priority (H, M, L) By When? Skills gained (Y/N)
Continue to try various methods in order to overcome the complains of the customers. Attempt to learn and understand about soft skills. H In quarter 4 of the year 2018. N
Effective communication skills are helpful to deal with the customers Through adopting several communication strategies within the organization. H In quarter 4 of the year 2018. Y
Time management Time management, coaching session L In quarter 2 of the year 2018. Y
Dealing with difficult costumers Customer Services H In quarter 3 of the year 2018. Y
Manager’s comments:  If the employees of the organization learn about the various methods to resolve the customers and the communication skills for dealing with them, it would be helpful for the organization in order to develop the satisfied customer’s base that does not have such issues with the company. Signature


Staff member’s comments: In concern of these new skills, the staff members were in the support and mentioned that they will do hard work to learn more about soft skills and use them at the time of having difficulty from the customer’s side.





Appendix 5.
Performance Appraisal Meeting Notes
Present:  Manager :

Mr. Joseph (Manager)

Employee :  

Mr. Oliver (Sales Executive)

Date: 20/12/2018

Time: 11:00 AM

Purpose of meeting: The key objective of this meeting to discuss the performance targets of the employees that have been achieved or not in the organization.

Overall, performance rating as meets the expectation of Fixmycar Pty. Ltd’s goal. In order to continually improving your performance, please strictly to do self-reflection, self-evaluation and improve yourself from those.

Detail of Meeting:

Discussion on the collected data of employee’s performance,

Set performance standards,

Allocate the operational duties among the employees.

Signed and Dated:


Assessment of Task2.


In concern of the call center team, three key performance indicators that the team must meet or exceed on a monthly basis, are as follows:

  1. Communication

Employees need to know what’s going on. They can’t work in a vacuum and they need an avenue for articulating needs, wishes, complaints, and goals.

  1. Time-bound

The most effective KPIs are measured against a time factor, such as targets to be met per day, per month, per quarter and annually. Each KPI will be different and should reflect all time phases. It is essential for the call center employees as they have to receive their customer’s call within 4 seconds so they should be time bounded.

  1. Employee Absenteeism and Turnover Rate

Examining trends in absence rates and turnover rates of your employees can be a good indication of employee engagement, but unfortunately, it’s a lag indicator.


Importance of three KPI’s in the call center for the employees are defined below:

  1. Communication

Effective communication is important for the development of an organization. It is something which helps the managers to perform the basic functions of management- Planning, Organizing, Motivating and Controlling.

  1. Time-bound

With the help of time- boundation, employees should be able to accomplish their work or task on time that is essential in the call center’s job so that they can serve their customers on time in order to develop the effective customer services.

  1. Employee Absenteeism and Turnover Rate

By focusing on Employee Absenteeism and Turnover Rate, employee’s satisfaction can be measured within the organization. At the same time, this is helpful to the management to determine the ways to increase the employee’s satisfaction in the organization.


The three stages of performance management are defined below:

  1. Performance Management Planning

The planning stage of the performance management cycle involves both the employees and managers.

  1. Performance Management Monitoring

Employee performance and progress should be continuously monitored.

  1. Performance Management Reviewing and Evaluating

On the last stage of the performance management cycle, the employee’s accomplishments and standards that have been agreed at the first stage are analyzed by the manager and employee.


In concern of organization, it is examined that there are several goals of the performance management system. In this way, every high performing organization is ultimately using its performance management program to:

  • Develop people’s skills and capabilities

It seems obvious that the development of employees should be a key outcome of any performance solution.

  • Reward all employees equitably

When organizations speak of differentiated pay and rewards, then, they are looking for those rewards to be distributed in an equitable manner – fairly, unbiased, and consistent with the level of contribution or impact.

  • Drive overall organizational performance


  1. Worker Level – In this level of workers, the skills, motivation, and actions of individuals are included.
  2. Work Level – In this, the design of work, tasks, and processes such as cross-functional processes are included. This is the key level of performance in which issues are mainly determined.
  3. Workplace Level – Under this, organizational design, governance, policies, strategies, and culture are included. These all promote or impede performance.
  4. World Level – the business environment, regulation, and societal expectations have a big impact on organizational performance


The two pieces of NSW legislation with a brief explanation that are related to performance management are as follows:

Fair Work Commission Rules 2013

This compilation was prepared on 11 January 2017 taking into account amendments made by the Fair Work Commission Amendment (Applications for Protected Action Ballot Orders) Rules 2016.

Industrial Relations Act of 1996

The Workplace Relations Act 1996 was a law regarding workplace conditions and rights passed by the Howard Government after it came into power in 1996. It replaced the previous Labor Government’s Industrial Relations Act 1988 and commenced operation on 1 January 1997.


The difference between Award and Australian workplace agreement is defined below:


In simple terms, awards set the minimum standards that an employer in your industry is allowed to pay for your kind of work.

Australian Workplace Agreement

Whereas, An Australian workplace agreement (AWA) was a type of formalized individual agreement negotiated between an employer and employee in Australia that existed from 1996-2009.


Definition of GROW

The GROW model is a simple method for goal setting and problem-solving. It was developed in the United Kingdom and was used extensively in corporate coaching in the late 1980s and 1990s. There have been many claims to authorship of the GROW model as a way of achieving goals and solving problems.

This GROW model has four stages and the questions for these four stages are defined below:

  1. Establish the Goal

How will you know that your team member has achieved this goal?

Does this goal fit with her overall career objectives?

  1. Examine the Current Reality

Have you already taken any steps towards your goal?

Does this goal conflict with any other goals or objectives?

  1. Explore the Options

What else could you do?

What if this or that constraint were removed? Would that change things?

  1. Establish the Will

How can you keep yourself motivated?

What could stop you moving forward?


Steps for providing positive feedback to Mike, there are some steps that are as follows:

  • Create safety
  • Be positive
  • Be specific
  • Be immediate
  • Be tough, not mean


Steps in order give the constructive feedback

  • I would do the root cause analysis and discuss the whole scenario in detail.
  • I would specificity describe the expected level of the performance.
  • Also suggest start the work timely so that it can be completed on deadline.

Answer 11.

In absence of formal evidence company would not be able to prove itself any any legal issue arise. At the same time, it would be difficult to handle client and provide the proof behind delaying the project.

Answer 12

  1. a) I would do one on one with the employee and try to know the reason being the low performance. At the same time, I would personally observe the employees working style.

2) Suggest the trainings for improving the presentation skills, Email communication, Project

Development skills etc. that are required in order to be get promoted.

Answer 13

I would Give the below suggestions to them

  • To attend the conflict management sessions
  • To provide them counseling
  • When the frequency if the conflict is seemed to be decreased between the employees then I would warn them to take the strict actions against them and issue them warning letter.
  • It there conflicts spoiling the company’s working environment in that case they cab be given the termination letter as well.

Assessment Task3.

Answer 1.

This case study outlines the performance management issues, disciplinary actions and employee termination in the organization. It majorly emphasize that management needs to adhere the written communication in case of any one on one discussion with the employees and maintain the record of employees training, coaching and performance appraisal reviews.

As to why such details help to prove the facts in case of legal issues. In this case study, it has been stated that although Sam was a dedicated employee but once she missed the deadlines to complete a project. Despite of not meeting the project decline there was no verbal or written words of warnings were recorded by the company.

Apart from that, her manager did not record the minute of discussion on performance growth and also not tracked the details training given to her. The unavailability of these details works in favor of Sam when she sued the company in Fair work Australia after the incident that she physically hit manager her boss and reported to the supervisor.

However, due to absence of the proof the FWA gave the decision in support of Sam. the reasons because of Court judgment turned toward Sam are as following:

  • Company was fail to prove that Sam has committed the serious misconducts of the company policy and misbehaved with her manager.
  • There was no proof that Sam physically smacked her boss.
  • Absence of signed performance appraisal documents
  • Unavailability of meeting and trainings session documents.
  • Sam was provided the medial certificate with email evidence that company received the certificate.

Answer 2.

In this case, the degree of risk is associated with the documentation process. At the same time, it is risky of both the parties’ employer and employee in case of any legal implications. In order to mitigate such incidences in future company needs to following steps:

  • Company need to make sure that the official meetings must be recorded in written and communicated through email between both the parties.
  • Company must conduct the periodic performance appraisal for all the employees and recorded properly.
  • Company need to follow the internal formal disciplinary process in case of any serious misconduct physically or verbally.
  • Senior management need to be involved for resolving such issues effectively.
  • Company must take seriously, the late submission of projects and poor performance of the employees.

Answer 3.

From the Sam’s case it can be stated that if there is verbal or non verbal offence takes place between management and employees or among the employees can be considered as serious misconducts in the company and delay in projects and poor performance can be taken as misconduct.

Answer 4.

Following are the internal policies and legislations needs to apply in the similar situations so that disciplinary actions and terminations are considered to be fair and reasonable.

  • Performance Reviews for all staff

Answer 5.  Below are the suggestions in order to avoid the similar situations:

  • Company need to internally investigate if any misconduct takes place in the organization
  • Discuss the issues with involved parties
  • These incidences need to be reported to the senior management and put in into their consideration.
  • HR department must take the approval from senior management for employee termination.

Answer 6.

Following are the documents needs to be developed for the organization to evidence as to support the non-performing employees.

  • Monthly Productivity Report should be maintained by the management so that it employees day to day work can be tracked.
  • HR personal can be developed a document names Performance Improvement Plan (PIP) that carries the action plan for perforce improvement.
  • Record the time line given to the employee for demonstrate the growth
  • Keep record of the employee trainings.
  • Record the missed deadlines of the project.

Answer 7.

In this described case, the performance review process and disciplinary hearing process could have done in the better way while chasing the following steps:

  • Manger should have involve the HR personal in each meetings related to the periodic review of the performance and required to the written documentation of non-meeting the deadlines of the project.
  • When manager gets hit by the Sam this needs to be discussed by the HR and also all the documentation should have done in the presence of HR regarding the low performance, time line for improvement and omitting the deadlines.
  • HR could have issued the written notice to Sam as warning before terminated her.
  • Management could have prepared the Performance Improvement plan, productivity report, Performance Appraisal plan.


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