Performance Management, Workplace Laws And Job Profile At Coffeeville

Background of Coffeeville and Workplace Laws

1. For the simulated business “Coffeeville” Include a brief description of the business?

2. Research and explain the following workplace laws. Ensure you use references to support your answers?

3.What risks would “Coffeeville” face if they failed to follow these laws?

4. Explain how you would implement each of the following aspects of a performance management system?

5. Create and develop a profile for one of your employees at in Coffeville to be ‘managed’ by you?

6. You must then take responsibility for one of the ‘workers’ and be their manager. For example, you might choose to manage the waiter?

7.Conduct a coaching role play for your chosen worker. You will need to do this task with another student in class?

The success of any organization lies in the way in which the employees perform within the organization following the rules and guidance to reach out their pre-specific goals settled by the organization. In order to keep a track of the ways in which the employees work for the betterment of the organization, the system of performance management has been established  (Pocock, Charlesworth and Chapman 2013)..

The entire report consists of 4 major sections subdivided into further sub-sections. The first section highlights the background of Coffeeville and then the existing workplace laws within that domain. The risk that Coffeeville might face failing to implement the laws have also been analyzed followed by a discussion on performance management system (PMS) existing within the organization. The final part of this section highlights the job profile of one of the workers in Coffeeville.

Through the second section the ways in which I took the role of manager and managed the performance of one employee named Jane Eyre working in the cafeteria. The third and fourth section highlights the ways in which I highlighted the existing performance issue of Jane to make my team aware of the responsibility that has been bestowed on them and the way to carry it out. The final section tries to provide a reflection of the entire findings of the other sections.

1. Rufus Belcastran and Emma Belcastran started the business of Coffeeville on July 2009 with the aim to cater service to the people of Melbourne. The business has been established with the aim to provide the best refreshing coffee to its customers. They serve both fresh gourmet foods along with cold and hot beverages (www.coffeevilleco.com 2017). They have been mainly targeting three types of customers namely, individuals, take-away customers and customers who arrive in a group to have a talk over a cup of Joey.

Risks of Non-Compliance with Workplace Laws

At present the operational goals of Coffeeville for the next one year till February 2018 are given as follows:

• To keep an increasing trend in profit rate each year by around 12-15% (ibsa.org.au 2010)
• To reach out to customers beyond Melbourne with their freshly brewed coffee
• To keep their staffs motivated and happy through different policies
• Maintain the quality of products that they sell at present and to upgrade themselves over time.
• Reduce the cost of operation by implementing efficient machines and training the staffs as per required skills (ibsa.org.au 2010)

2. The success of any organization lies in the ways in which it is able to cater to its targeted customers while keeping their staff happy and synchronized and abiding the laws of the respective region where the organization operates. Few such workplace laws have been mentioned here which might help Coffeeville to have a smooth functioning of their business operation.

Equal Employment Opportunity: According to Australian laws, an employee should be given equal opportunity at workplace irrespective of the religious, cultural or ethnic group from which they belong. They should be treated equal in every terms and given equal opportunity if they are eligible for it (www.business.gov.au 2017).

Health and Safety issues at Workplace: The employees have some rights to enjoy certain privileges from their employer in regards to issues like providing safe and healthy work ambience. According to Safe Work Australia, each state has some fixed OHS legislation that any organization must follow in their business operation (www.business.gov.au 2017).   

Anti-Discrimination: Anti-discrimination is a part of the EEO policies that Coffeeville follows. They do not discriminate their employees based on their personal characteristics like gender, complexion, religious beliefs and age.

Unfair Dismissal: The Australian government protects the right of the employees within its territory with the help of Fair Work Commission (FWC). The law restricts the dismissal of any employees from their workplace based on any issues other than incapability of doing the job. Any employee can appeal to the FWC within 21 days of dismissal to protect his or her own rights (www.fwc.gov.au 2017).

3. The rules mentioned under task 2 are essential for smooth disruption free workings of any organization. If Coffeeville fails to abide by those rules then it might have to face problems and can be taken to the court for actions (www.business.gov.au 2017). Work Safe Act, Fair work Commission, Human Rights Commission of Australia, can put the organization on trial before the law and Anti-discrimination commission depending on the ways in which the laws have been breached (www.fwc.gov.au 2017).

Implementing rules and motivating employees through system of performance management can be done under these following criteria:

Performance goals	The employee must cater to a minimum of 180 customers per month
Career goals	The target of any employee should be to earn on an average 3 star rating based on customer feedback. Failing to earn this rating their performance is going to be considered poor (Nankervis 2016).
Coaching poorly performed employees	Any newly joined employee getting a poor rating is going to be provided training for a minimum of 10 days and maximum of one month depending upon their performance (Parmenter 2015).
Motivating employees	Monthly awards in the form of putting their names as best performer can bring in motivation. In addition, they are going to be provided with food voucher which can be en-cashed while having foods and beverages from Coffeeville itself.
Annual appraisal system	Coffeeville provides appraisal to its employees twice a year depending on their performance. This motivates the employees into better productivity.

Job Title:	Waitress
Reports to:	Mr. P. B Sridharacharya
Department:	Customer Service
Job Role:	The employee should be able to cater to the customers arriving at the cafeteria with patience. They must be ready to help out the customer in every possible aspect from the time they enter the restaurant.
Essential Duties:	Greeting the customer, finding a suitable seat for them, taking their orders and serving them food and beverages at the earliest possible time.
Qualification and Experience:	Normal high school passed candidates is eligible. An experience of 3 months or more if preferable however fresher can apply.
Preferred Skills:	Pleasing personality, quick service, patient listener, good vocabulary, basic knowledge of computer operation.

 6.

Employee Name: Jane Eyre

Employee position: Waitress

 Date of agreement: 10^th  January 2017

Period of Agreement: 10^th January 2017 to 31^st December 2017

Planned review date:

Interim: Initial review is going to be done after 10th February that is after one month of joining the job.

Final: A final review is going to be held after 6 months from the initial date of joining.

 Performance goals:

Task / Responsibility	Required outcomes
Customer Service	·         The primary concern of any waiter is going to meet customer satisfaction. ·         Welcoming the customer as soon as they enter the shop should be the first responsibility of a waiter. Customer should be greeted with a warm smile. ·         Respond and solve the doubts of customers ·         Take down order of the customer and remember their special demands ·         Remember the regular visitors by their names and their specialized demands
Collecting payments	·         Maintaining the rules and ethics of the restaurant ·         Following the dress code ·         Maintaining a pleasant behaviour with the co-workers ·         Reporting any issues to the management ·         Collecting cheques and cash from the customers and making sure that no customer goes away without paying.

7.The restaurant is going to keep a track on the performance of each of their employees. In order to do so the management have planned up to start up an evaluation of the employees performance on a timely basis through key performance indicator that is KPI. The KPI has been used within an organization in order to check the progress of the same. In addition, the KPI also tried to measure the success of the employees in the direction of the pre-specified goals (Edwards and Burr 2014). The key performance indicator based on which the worker should be hired are as follows:

Implementation of Performance Management System

Discipline: The primary indicator selected by the organization is the discipline of the employees. The success of any organization depends on the extent to which the employees are dedicated and disciplined towards their work. A regular track is going to be kept on the arrival and departure time of every employee working in the restaurant (Parmenter 2015). In addition, the management of the restaurant is going to measure the way of conduct of the newly appointed waiters in the restaurant while dealing with the co-workers.

Customer Feedback: Customer is the main capital of any restaurant. It is their demand that lets the restaurant suffice in business and henceforth should be prioritized and treated wisely. Their feedback is very important for the success of any business (Nankervis 2016). If the restaurant can upgrade themselves in accordance with the customers’ genuine feedback then they are expected to run more efficiently while positioning themselves ahead of their competitors.

Review of their performance: The employees’ performance should not be based only on customer feedback but also on the reviews taken from the co-workers and evaluation of the customer feedback by the management. Often it has been observed that the customers are biased towards certain waiters and are not ready to appreciate the service of newly appointed ones (Edwards and Burr 2014). Henceforth a further evaluation of their feedbacks needs to be done by the managing authority.

Name/Position: Jane Eyre/ Waiter	Manager:	Review Period:
Performance issues:	How skills are to be developed:	By When?
Late in greeting customers	Jane should be provided with a 10 days training as an assistant waiter to make her understand the proper way to greet different customers.	10th to 20th February 2017.
Confuses orders and then not ready to apologize to the customer	Since Jane is new and inexperience she is going to be provided with training to properly keep a track of the orders in accordance with the table number. On other hand, she should be provided with training on the ways to deal with customers and keep them happy with the services.	10th to 28th February 2017
Manager’s comments: Jane is a good person with pleasing personality. It has been observed that she is highly capable of grasping the training provided to her and shares a good relation with her co-workers.	Signature Date:
Staff member’s comments: In views of the co-workers, the newly hired waiter Jane has a pleasing and adjusting personality who is ready to grasp the methods taught to her. She is a keen learner.	Signature Date

Conclusion:

At the initial level when I found that Jane was performing poorly and could not keep track of the orders placed by the customers, I was irritated with her. I thought that she is not eligible for the job and might cause a bad reputation of the restaurant. On other hand, I doubted the coaching provided by the management team to the newly joined waiter.

I even doubted myself as a coach. I thought that I have not been able to impart training to them properly. Afterwards, I slowly realized that the fault was not in my part. I found that my employee Jane was intelligent enough to grasp all the trainings provided to her. I failed to realize the fact that she needs time to get accustomed to this system. I wanted my newly joined employee to perform excellently from the first day of their joining in the restaurant. Henceforth, there has been a gap between the expectation and reality leading to poor ratings of the employee.

During this entire process of coaching, I felt that at the initial level I misunderstood the capability of my employees. But then, I also realized that my strength lies in the ways in which I provide training to my employees and the ways in which I gel with them with my friendly attitude. I have always been approachable and helpful for my junior employees.

My strength of being friendly in nature has often been misinterpreted and wrongly projected. I feel that I should try to improve myself so that my employees do not misinterpret my friendliness and take the scope to lower the burden of their work.  Hence, I should portray myself in such a way that people can approach me easily.

On other hand, my conduct should be such that the employees should not interpret my friendliness to avoid their duty. At certain times, I might need to be strict and harsh on my employee to restore the discipline in their work life. In addition to it I should focus on the communication skills and incorporate some strategies that can improve communication in coaching skills.

As a manager coach, I learnt that communication plays a big role in public dealings and hence my primary focus is going to be developing proper communication within the restaurant. I should try to develop my verbal communication so that the colleagues and juniors get a clear message of the things that I tried to convey.

References:

Business.gov.au. (2017). Work Health and Safety (OHS) acts, regulations and codes of practice. [online] Available at: https://www.business.gov.au/info/run/workplace-health-and-safety/whs-oh-and-s-acts-regulations-and-codes-of-practice [Accessed 15 Feb. 2017].

Coffeeville Company. (2017). Welcome. [online] Available at: https://coffeevilleco.com/ [Accessed 15 Feb. 2017].

Edwards, K. and Burr, H., 2014. KPI’s, leadership and psychosocial work environment. Human Factors in Organizational Design and Management-Xi.

FWC Main Site. (2017). Unfair dismissal. [online] Available at: https://www.fwc.gov.au/termination-of-employment/unfair-dismissal [Accessed 15 Feb. 2017].

Nankervis, A.R., 2016. Performance Management: a Seven Country Study. Business and Entrepreneurial Review (BER), 6(1), pp.31-38.

Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.

Pocock, B., Charlesworth, S. and Chapman, J., 2013. Work-family and work-life pressures in Australia: advancing gender equality in “good times”?. International Journal of Sociology and Social Policy, 33(9/10), pp.594-612.

simulations.ibsa.org.au. (2010). CoffeeVille Marketing Plan. [online] Available at: https://simulations.ibsa.org.au/coffeeville/secure/docs/CoffeeVille%20Marketing%20Plan.pdf [Accessed 15 Feb. 2017].