When allocating it is important to consider that work should be allocated on a fair basis taking into consideration the employee experience, expertise, skills, knowledge understanding and workloads. It i salso important to consider the following:
Goals and objectives
Work must be goal and target oriented. Managers and their employees need to set goals that are realistic, achievable and have timeframes attached. Large goals can be broken into smaller steps to which specific timeframes are attached so they can become milestones. This enable work to be allocated and to be monitored and measured as it progresses.
When allocating work the competencies, knowledge, skills and experience of employees must be considered so that work is allocated to those who are best equipped to do it. When drawing up actions plans it is important that managers and leaders take into consideration the competencies of the staff members to be involved, the interest of the staff members, their availability and the likely outcomes of involving specific employees.
When drawing up a work plan it is important to focus on the goal of the action plan. Action plans outline what will be done, how it will be done, by whom it will be done and the timeframes and deadlines that apply and the resources that will be required. The plan will outline what needs to be done and who is responsible for the various implementation aspects of the plan.
A plan must be performed in the best possible manner with the least waste of time and effort possible. This means using all the information, knowledge and skills learnt and using the time at your disposal. Also giving employees responsibility, accountability and delegating appropriately are all processes which will increase involvement, commitment and enthusiasm for the achievement of specific outcomes and that, I believe, is a way to make a plan efficient.
To maintain costs at an acceptable level, resources must be used in the most effective ways so that use is maximised and expenditure is minimised. Staff should learn to manage the work they do in ways that don’t needlessly waste resources and work allocations must allow for the most effective use of resources. Hiring and training new staff costs, as mistakes, rework and misuse of resources. It is also necessary to negotiate the best possible prices for resources.
Consultation is a key element in the development of an operatinal plan. It is important to consult with people who use the resources to determine the best deployment and acquisition methods. Employees who use resources on a day-to-day basis in order to complete their work will be able to identify problems and if encouraged to do so will be able to suggest improvements that will increase resource efficiency and effectiveness. Also consultation involves employees and gives value and credence to their ideas by making them feel valued and aware them that they contribute toward the big picture goal achievement of the organisation.
When allocating work and drawing up work plans it is also necessary to consider the following:
Develop KRAs and KPIs that meet the organisation’s needs It is important to develop KRAs and KPIs because thay are a vital part of the organisational planning process. They provide a clearly defined way of measuring whether or not organisational goals have been achieved. KPIs enable organisations to measure progress towards its goals, but also define what progress looks like. KRAs are generally formulated for the long term and focus at a higher level of organisation, while KPIs are measurable in very short intervals, they are directly tied to actions on the frontline and adjustable in real time.
Develop and implement effective performance management systems Performance management systems are necessery to identify, evaluate and develop employees and teams work performances so that an organisation’s goals and objectives are more effectively achieved. Performance management systems enable management to track, monitor and evaluate work to ensure that is contributing towards the success of the organisation. Performance management is also the process of communication between manager and employee that results in mutual understanding of what employee is to be doing during the next period of time.
Have a code of conduct for the organisation
It is important to have a code of conduct because it provides a guide to staff for appropriate behaviour. It will not cover all issues that arise but will provide a framework within which staff can address behavioural and ethical issues. The code establishes standards by which staff and management conduct themselves towards other staff or collegues, government authorities and the general community and perform their duties and obligations. A code of conduct is generally established on values such as integrity, honesty, conscientiousness, compassion, courtesy, fairness and respect.
Regurarly monitor and evaluate the work of employees
It is necessary to monitor employees performance to identify and establish performance requirements as KRAs and KPIs and also to clarify and communicate the organisation’s goal achievement strategies. When conducting performance monitoring both managers and employees must have a clear agreement and understanding of the performance expectations, evaluation, processes and implications. By drawing up an action plan it becomes possible to monitor each step in the implementation process and to assess effectiveness as you go. Employees are able to see what they are achieving as they achieve it.
Give effective feedback and reinforcement to employees and acknowledge good work Feedbacks are important because they reinforce good work and encourage employees to continuing improvement. Employees whose contribution to improvement processes and organisational success is recognised will be motivated to continue improving and, at the same time, it will be created an higher level of enthusiasm. If employees don’t receive feedback to let them know what they are doing well so they will continue doing it or what they are not doing well so they can make adjustments, they will not know whether their efforts are noticed and whether their performance meets the organisation’s expectations. Also satisfied staff will stay with the organisation and so will the knowledge and skills.
Have systems in place to manage poor performance
Is important to understand that feedbacks on poor performance will be more effective if they are adressed at the time they occur and not left until they are either escalated or been forgotten about. When poor performance is identified it is necessary to take specific steps to address it. This will involve the collection and analysis of performance related to information. When possible is better to collect direct information and from a number of different sources. It might be necessary to report to senior management the performance issues and the proposed steps that will be taken to resolve the issues that are identified by the monitoring and evaluation process.
Understand the organisation’s termination policy and the legislation to which it relates It is necessary to understand that any kind of action should be performed in accordance with the law and that there are regulations that protect the employee and that prevent the management to take definitive actions if they don’t follow the law. (Fair Work Act 2009). If mangers decide that an employee’s performance is so poor as to necessiate dismissal, they must be aware of the requirements and possible consequences of dismissal under unfair dismissal laws. Unlawful dismissal are primarly based on discrimination grounds and notice periods.
It is clear that at the base there is a problem of communication within the organisation. In this case I think that the main problems are two. The first is represented by a poor training to staff which leads to insufficient knowledge of the methodology to be used during these operations and poor ability to deal with issues once they arise. The second problem is the lack of communication between the two leading department. This gap has led the supply department to make mistakes such as the client didn’t receive the goods on time or the goods have not fully made up. The result of these two major gaps made that the work was done wrong and has led the customer to be dissatisfied.
To make sure that such situations do not arise again, as a manager / leader of the organisation I would focus on improving the phase of training of staff in which I’d put special attention on the internal communication between the various department.
First of all, the training must be done so that employees have the material, the support and the time to acquire all the information needed so they can do their job in the best way possible and in the way that they are able to remedy any errors that may occur during one of the processes. The training also needs to be tested on site with real performances and, occasionally, with updates. Internal communication whithin an organisation is vital.
Without good communication made of daily contacts between the various department, reporting changes or improvements and updates on the methodology, an organisation can not do the job in the right way, bringing the results to be insufficient for the customer and, most likely, the failure on the market. Both managers and employees therefore need training so they understand how the system works, how they can and should contribute and what the results of an appraisal should be. They must know and be involved in setting the relevant performance standard. They need to understand how the appraisal process fits with the organisation’s procedures and expectations for future performance.
Starting with the basis of a good training to managers and employees and giving proper attention to the communication system, I believe that the results of an organisation are intended to improve, even in the short term period. In the event that, despite efforts to bring the level of knowledge of the individual employee and the team to a satisfactory level, I don’t see improvements in the production and receive constant complaints from clients, I would probably consider the possibility of proceeding with more important procedures such as a final conclusion of work of the staff responsible for the lack of results.