Australian Hardware

Performance Management Training

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  Employees, managers and Human Resources (HR) should all collaborate to
build a continuous professional development (CPD) culture.

Employee’s responsibility: to seek new

Performance learning opportunities.

Management
session Policy Manager’s responsibility: to coach their
teams and identify employee development
needs.

HR’s responsibility: to facilitate any staff

development activities and processes.

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  We approve and encourage the following employee trainings:

Formal training
sessions On-the-job
(individual or training
Performance corporate)
Management
session Policy Employee
Coaching and Job shadowing
Mentoring

Participating in
conferences Job rotation

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 We can also arrange for subscriptions or educational material, so employees will have
access to news, articles and other material that can help them become better at their
job. There are two conditions for this:
 Subscription/Material should be job-related;
 All relevant fees should not exceed a set limit per person.

 Individual training programs:

The company has specific provisions regarding individual training programs. All employees that
have worked for the company more than four months are eligible to participate in external training
programs individually or teams as planned by their line manager.
 Employees can be absent from training for up to 4 days per year. 4
 Corporate training programs
Examples of this kind of training and development are:
 Equal employment opportunity training
 Diversity training
 Leadership training for managers
 Conflict resolution training for employees

This category also includes training conducted by internal

experts and managers. Examples are:
 Training new employees
 Training teams in company-related issues (e.g. new systems or 5
 General guidelines:
 All eligible employees are covered by this policy without discriminating
against rank or protected characteristics.

 Managers should evaluate the success of training efforts. They should

keep records for reference and better improvement opportunities.

 All employee development efforts should respect cost and time

limitations, as well as individual and business needs.

 Employees should try to make the most out of their training by studying
and finding ways to apply knowledge to their work.

 Employees are encouraged to use up their allocated training budget and

time.
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  This assessment is one of the most valuable resources for people
management, as it allows diagnosing and analysing an employee's behaviour
for as long as necessary.

Why regular  With this performance evaluation, it is possible to identify the points of
performance improvement in a company and examples to be followed or changed,
stimulating an increasingly better work on the part of its members.
monitoring
and early  Therefore, it is important to highlight that performance evaluation is much
more than analysing results spreadsheets, as it involves a joint work of HR
intervention with employees to understand the positive and negative aspects of the
performance of each of them and, from that, create a plan to develop these
are important requirements and improve the results.

 Having a performance evaluation policy within the company highlights the

company's concern for its employees. And, in addition, this practice can
provide several indicators for the area, allowing the creation of strategies to
boost the performance of employees.

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  Monitoring the team's performance is essential to
ensure that the company's activities are carried out
How to correctly and with quality.
monitor the
performance  Four steps are structured to implement it:
of employees 1. Divide tasks into stages and set deadlines;
2. Hold follow-up meetings;
in their teams: 3. Keep the communication channel open;
4. Create indicators (KPI’s).

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  Performing performance analysis of a company's professionals is a very
important task, both for the organization and for its employees. However,
it is necessary to identify and correct performance gaps for an effective
and positive procedure within the organization.
1. Invest in training and qualification of employees: new knowledge and new
How to tools allow them to become more critical with day-to-day activities. Thus,
innovative behaviours and actions can be applied.
identify
performance 2. Measure organizational performance: you can count the company's daily
results and identify what prevents it from performing well.
gaps:
3. Adopt a good method of identifying failures: Lean management is a good
example: it aligns working methods, knowledge to involve employees and,
above all, motivation to transform plans into effective actions.

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  1. Describe the situation: avoid speaking behind your
back and don't generalize.

 2. Talk about how it affected the company: what were the

How to results of the behaviour or the impact it had on the
business or on other employees.
provide
feedback  3. Ask for ideas of options and solutions: instead of
talking about what should be done, ask the employee for
ideas to solve the problem.

 4. Define a clear plan: how to improve and create specific

actions to be put into practice.

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  Ideal feedback follows a very simple rule, in three
dimensions:
How to
provide  Show the context;
feedback  Give an example of the observed behaviour or
procedure;
 Explain what the consequences were. Finish by
indicating the necessary change.

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 How to manage talent:
 Talent management is a strategic practice that seeks to
develop the potential of professionals so that they can
evolve and bring good results to the corporation.

 Also, is the set of activities involved with the aim of hiring,

training and retaining talented professionals in the company,
creating an environment with engaged, motivated
employees who contribute to the growth of the business. We
separate here practical tips for managers.

 This process is fundamental because it allows the business to

have a positive return and to be formed by excellent teams.

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 What should be done?
 1. Give continuous recognition;
 2. Promote training;

How to  3. Understand the difference in motivation in different groups;

manage talent  4. Have a strong culture code;

 5. Have a defined career plan;
 6. Offer unconventional benefits;
 7. Provide moments of relaxation;
 8. Strengthen your leadership;
 9. Use technology positively;
 10. Seek to maintain a good organizational climate;
 11. Invest in skills mapping
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  Identifying Performance Gaps with Internal Benchmarking:
https://www.sciencedirect.com/science/article/abs/pii/S0022435917
300672

 The Balance Careers:

https://www.thebalancecareers.com/best-talent-management-pra
ctices-1917671

References  Small Business:

https://smallbusiness.chron.com/performance-gap-analysis-40806
.html

 People goal:
https://www.peoplegoal.com/blog/what-is-a-performance-manage
r

 University of New South Wales:

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https://teaching.unsw.edu.au/Moodle-Blackboard-Collaborate-Ultr