Operational Goals, Workplace Law, And Performance Management In CoffeeVille

Operational Goals for 12 Months

CoffeeVille is a small café outlet based in Australia that specializes in coffee related specialties. The company owns 10 outlets across Australia and has developed a reputation among Coffee Lovers and enthusiasts and has. The company is on its way to become a prominent player in the market and has a promising future in the industry.

Operational Goals for 12 Months:

Over the next 12 months, the company has the following operational goals:

1. Diversify existing range of products
2. Increase sales percentage from new products
3. Increase focus on research and development
4. Attract new customers through innovative offers
5. Improve customer service
6. Invest in customer management
7. Using customer database
8. Optimize operational costs
9. Invest in Total Quality Management
10. Reducing energy per unit production
11. Improve employee retention
12. Increase recycling and reuse

Workplace Law	Definition/Explanation Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper
Equal employment opportunity: Equal Employment Opportunity (Commonwealth Authorities) Act 1987 Link:  https://www.legislation.gov.au/Details/C2016C00775	This act is designed to ensure that authorities take necessary steps or actions to ensure that any form of discrimination is not practiced in the workplace and equal opportunities for every individual is promoted through the organizational policies, regardless of their gender, ethnicity, race, religion or socioeconomic status.
Work Place Health and Safety (WHS) Work Health and Safety Act 2011 Link:  https://www.legislation.gov.au/Details/C2016C00887	The objective of this law is to provide a balanced and nationally consistent framework that can be used to secure the health and safety of workers and workplaces. The law implies taking necessary actions that can help to protect workers and other people from any accidental harm or injury and ensure that the workplace is safe from hazards.
Anti – Discrimination Age Discrimination Act 2004 Link:  https://www.legislation.gov.au/Details/C2017C00341 Disability Discrimination Act 1992 Link: https://www.legislation.gov.au/Details/C2016C00763 Racial Discrimination Act 1975 Link: https://www.legislation.gov.au/Details/C2014C00014 Sex Discrimination Act 1984. Link: https://www.legislation.gov.au/Details/C2014C00002	These four laws ensure that individuals are not discriminated in the workplace based on their age, presence of disabilities, racial profile or sexual orientation. This legal framework ensures that everyone are entitled to equal opportunities and are not exposed to discriminatory practices.
Unfair dismissal Fair Work Act 2009 Link:  https://www.legislation.gov.au/Series/C2009A00028 ( legislation.gov.au 2019)	This legal framework ensures protection of the employees from unfair dismissal from employment and hard treatment. The framework also helps to set up quick procedures that can be used to address the needs of employers and employees and provide remedy for unfair dismissals and facilitate reinstatement.

Work place Law	Risk if failed to follow the law
Equal employment opportunity ( Equal Employment Opportunity (Commonwealth Authorities) Act 1987)	Failure to comply to this law can result in unequal employment opportunities for the employees which can affect their job satisfaction and hamper overall employee performance. Failure to abide by the legal obligations can also increase risks of legal action from the government or the employees.
Work Place Health and Safety (WHS) ( Work Health and Safety Act 2011)	Failure to comply to WHS policies and ;laws can result in an ineffective assessment of workplace hazards and can increase risks of workplace accidents what can adversely impact the health and wellbeing of the employees as well as the customers. Workplace accidents can also reduce organizational productivity and brand image and attract penalties from the governing bodies and additional costs due to medical and insurance expenses.
Anti – Discrimination (Age Discrimination Act 2004;  Disability Discrimination Act 1992;  Racial Discrimination Act 1975;  Sex Discrimination Act 1984)	Failure to comply to anti-discrimination laws can lead to the development of a discriminatory workplace which can adversely affect the job satisfaction and employee retention. Incidents of discriminatory practice in the workplace can also attract legal actions.
Unfair dismissal (Fair Work Act 2009) ( legislation.gov.au 2019)	Failure to comply to this law can lead to unfair treatment and dismissal of employee and therefore can adversely impact employee retention and organizational productivity apart from attracting legal actions.

Performance Management System	HOW you would implement the aspect of a performance management system
a) Setting Performance Goals	Performance Goals can be set using the following approaches: 1. Using Performance management Software: These software applications can help to set performance goals for each employee and evaluate their performance against these goals. 2. Frequent feedbacks on performance: Through feedbacks, the employees can be reoriented to the performance goals 3. Setting regular meetings to discuss outcomes and results from operational performance: The regular meetings can be used to update the employees on performance goals and updates.
b) Planning Career Goals	Career goals can be implemented using the following approaches: 1. Segregating the career goals as short term, medium term and long term to facilitate better following 2. Using SMART objectives to develop a realistic design for career goals 3. Developing career goals based on industrial and market analysis
c) Coaching employees for poor performance	Coaching programs for employees can be delivered through the following approaches: 1. Developing on-job training programs 2. Using classroom based training 3. Using a mentor to guide a new employee (mentee) 4. Providing regular feedbacks on performance 5. Engaging the employees to set up their own skills development program
d) Motivating employees	Employee motivation strategies can be implemented through the following approaches: 1. Providing rewards and recognition for good performance 2. Providing financial benefits in the form of incentives 3. Providing opportunities for professional development and promotions 4. Helping the employees to achieve their personal development goals 5. Ensure transparency in employer-employee relation
e) Annual performance appraisals	Annual performance appraisals can be implemented through the following approaches: 1. Face to face meetings 2. Structured performance review 3. Employee Self-Assessment 4. Assessment of the employee by the management 5. Comparison of employee performance with the performance goals and key responsibility areas (KRA) 6. Evaluate employee productivity (Buckingham and Goodall 2015; Van Dooren et al. 2015; Kearney 2018; Adler 2018; Wright 2018)

Job Title: Chef

Reports to: Managing Director

Department: Food and Beverage

Job Role Summary:

• Inspecting the freshness of food and ingredients every day
• Developing recipes and deciding upon the food presentation
• Hiring, training and supervising the cooks
• Maintaining inventory
• Ensuring compliance to hygiene and sanitary practices
• Planning menus
• Inspecting supplies, work area and equipment for functionality and cleanliness
• Managing the kitchen staff

Essential Duties:

• Ensuring the maintenance of the quality of food
• Coordinating the kitchen staff towards more efficiency and productivity
• Working towards better profitability for the company
• Deciding upon the quality standards and pricing of different items on the menu

Qualifications and Experience Required:

• Training in culinary arts is mandatory
• Degree in Hospitality and Hotel Management is also needed
• At least 5 years of experience in a similar field

Preferred Skills:

• Communication skills
• Negotiation skills
• Leadership skills
• Organizational skills
• Creative skills

To be completed with the employee during the initial role-play performance discussion meeting.

Task / Responsibility	Required outcomes  – GOAL / KPI (Key performance indicator)
Inspecting freshness of food and ingredients	· Checking every food items and ingredients that comes into the kitchen · Ensuring all the food and ingredients are fresh and edible · Performing food inspections daily, at-least 3 times a day · Ensure the vegetables are cleaned thoroughly · Ensuring that all perishable food are safely stored · Checking the quality of food and ingredients after they are retrieved from storage
	·
Developing Recipes and deciding on the food presentation	· Determining the cost of each dish · Calculating the nutrient value of each dish · Creating recipes for each dish · Creating special dishes according to customers choice · Developing ideas for food presentation · Evaluating different styles of food presentation · Creating at least 20 unique dishes · Creating at least 20 unique styles of food presentation
Hiring Training and Supervising Cooks	· Taking interviews with applicants and informing them of the job roles · Coordinating and conducting training sessions with new hires · Supervising new hires · Providing feedbacks regularly (once a week) · Developing mentor-mentee pairs · Supervising training programs
Maintaining inventory	· Updating inventory regularly online · Ordering for inventory stocking · Performing spot checking · Calculating save on storage costs · Estimating shelf life · Preventing dead stock · Use first in first out strategy · Develop contingency plans
Ensuring compliance to hygiene and sanitary practices	· Ensure compliance to food safety standards · Ensure compliance to hygienic practices · Daily inspection of hygiene of the staff · Ensuring all utensils and equipment are hygienic
Planning menus	· Developing the layout of the menu · Providing information about ingredients and cooking style on the menu · Evaluating and deciding upon a presentation method
Inspecting supplies, work area and equipment for functionality and cleanliness	· Daily inspection of the supplies · Inspecting the work area for cleanliness and functionality · Ensuring the movement spaces are free of clutter · Ensuring the counters are clean and sterile · Ensuring all the equipment are working · Arranging for repairs for equipment
Managing the kitchen staff	· Evaluate performance of the staff · Providing feedbacks on performance · Assign job roles to the staff · Take daily reports · Develop performance metrics · Develop staff performance reports

Name/Position:	Manager:	Review Period:
Performance issues:	How skills are to be developed:	By When?
Difficulty completing the order on time	· Developing time management skills · Optimizing the workflow · Improving mindfulness at work	4 weeks
Inconsistent performance	· Regular practice · Repetitive tasks · Setting daily performance goals · Daily performance evaluation	2 weeks
High rate of errors and compliance issues	· Following the process more mindfully · Retraining on important practices and polices	1 week
Manager’s comments: Need to follow the objectives. 2 month time provided to show improvement in performance, after which reallocation of work might occur.	Signature Date
Staff member’s comments: 1 week to 4 weeks the objectives shall be met and performance improvement shall be evident.	Signature Date

a) What was your initial reaction to the performance management and coaching exercises?

When I got to learn about the performance management and coaching exercises, I was very interested in the concepts and wanted to understand the strategies that can be used to support and enhance the performance of the workers as well as help them to develop their skills and competencies. I was able to learn how effective performance management can not only help to manage the human resources more effectively, but also help to retain employees and promote job satisfaction among them therefore also facilitating better productivity. I believe that such a knowledge can help me significantly to progress in my career.

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

As a coach, I believe that I was able to conduct by duties and responsibilities quite efficiently and effectively. I was able to develop a positive relationship with the employees and guide them towards the best approaches to develop their skills and competencies. I also was able to train the new employees effectively to understand and engage with their work more effectively and also worked towards improving the morale of the employees. At several occasions, I also helped to overcome conflicts within the team and help to develop team bonding and team work. Due to this, I believe that my performance as a coach was really good.

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

Some of the strengths, which I believe helped me conduct the exercises more successfully and effectively were my leadership skills, strong subject knowledge, ability to motivate and influence others, strong communication skills, conflict management and negotiation skills and ability to attract people’s trust. I believe that these strengths helped me to effectively work with a team, guide them towards their goal, support them to achieve their targets both individually and as a team, help them overcome personal barriers towards performance, develop strong and supportive team and facilitate the development of a strong team bond. I believe these strengths significantly contributed towards my success as a coach.

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

Certain areas where I believe there is still some scope for further development of skills and competencies includes critical thinking skills and time management skills which can allow me to multitask as well as develop critical perspectives on various problems. I also believe that I need to further develop my technical skills for using various data analysis and employee management applications and software that can help me to evaluate the employee and team performance in an easier manner. Additionally, I also think that it is necessary to continually evaluate the current skills and competencies and use continuous improvement and lifelong learning approaches to make continuous improvement of skills and competencies and thereby achieve professional success.

Task 2: Workplace Law

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

Coaching skills can be developed and improved using various approaches. I believe that using the following steps, I can significantly improve my own coaching skills:

1. Using self-reflective approach to evaluate strengths and weakness of oneself
2. Clearly communicating and outlining the coaching goals and objectives
3. Using evidence based practice for coaching approaches
4. Listening to the feedback from the trainees
5. Regularly checking the progress of the coaching session against the pre-determined milestones
6. Developing problem solving skills to overcome coaching problems
7. Maintaining detailed records for coaching sessions and feedback sessions
8. Engaging personal interactions with each member

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

Some very important skills that I was able to learn today, which can help me in my role as a manager and coach includes:

1. Time management skills: I was able to learn how to effectively manage my time and utilize the unproductive time to do productive work and thereby optimizing my performance a well as productivity and allowing me to help more team members every day.
2. Leadership skills: Learning about the best strategies to lead the team helped me become a better and more effective coach to whom the members listen to. I also was able to look towards the best interests of the team members as their leader and was able to gain heir trust and respect.
3. Decision making skills: Leaning about decision making skills enabled me to make difficult decisions based on the scenario and therefore work as an effective leader and coach.
4. Communication skills: This was another skill I developed further, and it helped me to effectively communicate with the team members and thus improve understanding and coordination in the team.

1. What is Performance?

Performance can be defined as an action or a process used while engaging with a task or a function. It can also be understood as completion of a task using skills, competencies and knowledge to achieve an outcome. In the context of management performance refers to a successful completion and achievement of positive outcomes from the activities ascribed in the job role (Cunha et al. 2018).

2. Define Key Performance Indicators (KPIs).

Key Performance Indicators or KPI are quantifiable values that can be used to evaluate and assess performance of an employee, a team or an organization. It can be understood as a measure of performance by comparing against the goals and objectives. KPI includes different types of measures using which the performance can be evaluated in context to inputs, outputs, activity, mechanism, control and time (Posthuma et al. 2018).

3. What are the three stages of Performance Management?

The three stages of performance management are:

Planning: In this stage the performance goals, standards and development needs are identified and outlined

Review Progress: Following whether the plan is being followed effectively and identifying challenges and obstacles.

Evaluation: Analyzing the progress and identifying scope for further improvement.

(Buckingham and Goodall 2015)

4. What is the main goal of a Performance Management System?

The main goal of performance management system is to measure the performance of the employees and align the goals, objectives, missions with the resources available in terms of materials and manpower and set organizational priorities (Kearney 2018).

5. List three pieces of legislation that are related to performance management.

Three legislations that are related to performance management are:

1. Fair Word Ombudsman
2. Fair Work Act 2009
3. Fair Work Regulations 2009
4. Fair Work Commissions Rules 2013

(legislation.gov.au, 2019)

6. Define the acronym GROW in the context of coaching to improve performance.

In coaching and performance management theory, GROW is an acronym for Goal, Reality, Options and Way Forward. This refers to the role of the coach to help individuals set their goals, assess their current situation (or reality), provide them strategies to improve (options) and guide them towards achieving the goals (the way forward), thereby helping individuals under their guidance to ‘grow’ (Adler 2018).

8. How would you provide assistance to an employee who:

1. a) Has problems doing their job?

I would try to understand which part of the job they are having problems with, try to explain that part to the employee or provide retraining on those aspects to develop their understanding. I would also re-evaluate the employee after the training to check if he/she is still facing the same problem (Kearney 2018).

1. b) Needs to develop skills to be considered for a promotion?

Provide support to the employee in terms of training, training materials and academic resources to develop those skills. I would also facilitate development of key skills be increasing exposure to to various job roles where those skills are needed and thus helping the development of those skills through practical application (Cunhaet al. 2018).

9. Nick and Tony have been arguing and being disruptive at work. List the steps you would follow to manage the performance of both employees.

In order to manage the behavior of Nick and Tony, both would have a meeting with the managers and human resources team which would aim to resolve the conflict between the two. Both would also be sent for a refresher session on organizational and behavioral policies. Both Tony and Nick would also be given warning on their disruptive behavior.

10. What are the legal consequences for managers and organizations for not keeping records of the performance management process?

The legal consequences for organizations failing to maintain records of performance management process includes:

1. Breach of federal record keeping regulations- failure to maintain the necessary records for performance management would violate the governmental regulations regarding recordkeeping and organizational transparency. Failure to do so would attract strict scrutiny by the governing bodies.
2. Non Compliance- Failure to maintain the records would also lead to non-compliance with the organizational policies.
3. Civil penalties such as fines can be imposed for failure to comply to the legal obligations of proper recordkeeping

References:

Adler, R.W., 2018. Strategic performance management: Accounting for organizational control. Routledge.

Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50.

Cunha, M.P.E., Vieira, D.V., Rego, A. and Clegg, S., 2018. Why does performance management not perform?. International Journal of Productivity and Performance Management, 67(4), pp.673-692.

Kearney, R., 2018. Public sector performance: management, motivation, and measurement. Routledge.

legislation.gov.au. (2019). Federal Register of Legislation. Retrieved from https://www.legislation.gov.au

Posthuma, R.A., Charles Campion, M. and Campion, M.A., 2018. A taxonomic foundation for evidence-based research on employee performance management. European Journal of Work and Organizational Psychology, 27(2), pp.168-187.

Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge.

Wright, P., 2018. Fundamentals of human resource management. Management, 5, p.27.