BSBPMG515 Manage Project Human Resources Sample Assignment

ASSESSMENT 2: Q&A, Project

1. Identify one tool you could use to determine resources requirements for individual tasks. Explain what this tool is and why you would use it. Identify three factors you would consider when determining what project personnel levels, you require.

Researching and gathering of the documents

This may involve:

• Researching the type of document that you want

• Collecting documents

• Organising documents ready for transcription e.g. alphabetically or by theme etc.

Resource requirement:

• Computer equipment

• Designated area/procedure for collecting documents.

Project personnel levels represent the human resource requirements for a project. Projects will differ in their human resource requirements; some projects will need large numbers of people working across different departments, while others will only need a small group.

Human resource allocation

To determine the number of personnel required to complete your project, you should look at the breakdown of each task and determine the following:

• Have you identified all information required to decide regarding project personnel levels?

• The length of task, dependencies, financial constraints?

• Have you identified a task to which everyone is assigned?

• Have you matched roles and responsibilities to the resources needed and the specific tasks?

• Have you identified specific skills needed and matched these with human resources? (you can look also for human resources through networking with other organisations that you have a link with)

• Have you created a responsibility document for each role?

You should also factor in any human resource constraints you have. You may only have the budget to allocate three people to complete the tasks; however, there may be a special skill set needed for parts of the project. In this case, you should assess whether it is better to employ a person with specific skills for just those specific parts or use them for other parts of the project too.

2. Produce an organisational table for two different individual roles within your organisation. There are three types of influences on organisational management structures. Provide an example of each and explain how each would affect your task.

Project Manager

A project manager is the person in charge of the project overseeing its development over time.

Person responsible for running the project on a day-to-day basis within defined authorities for cost and schedule as agreed with the Project Sponsor/Board.

Communicating with staff both internal and external project team members and stakeholders.

2. Creating plans for the project including Gantt charts

3. Estimating completion dates and budgets

4. Regularly reviewing the project.

Director of Project

Directors are the leading authority on a project and are answerable for its success.

1.Develops policies and procedures

2. Reads regular updates of reports, helps to solve issues and makes ultimate decisions

3. Gives approval for resources.

Project organisation structure is the human infrastructure of a project, where an organisation delegates an independent project team to a project manager with the responsibility to manage the team and allocated resources. A project organisation structure enables you to see how a project is managed and controlled and who is responsible for the individual functions.

Team members should know who to contact about different problems and assigning people as the decision makers and authority for a particular area will be helpful to govern the project.

An organisational chart can also be useful to demonstrate the different roles and hierarchy of the structure.

3. Explain what a staff management plan will detail. You can meet your planned work output by assigning responsibilities. Produce a document you could use in your organisation to record the allocation of responsibilities to individuals in a project. Consider the individual tasks, stage of the project and specific skills that may be required for the task.

An output is something that a project has ‘put out’ or delivered and should be easily measurable, for example, a content management system, a redesigned website, a product, etc. Outputs from a prior project are often included in project initiation documentation as this supports that you can deliver the results that you promise on time, to schedule, within budget. An output can also be something that is a result of a project e.g. a decorating project may have a decorated room as an output but also empty paint pots. Outputs can be measured immediately after a project, unlike outcomes which need to be measured over time.

Assigning responsibilities is important for achieving project outputs. You should organise a meeting to communicate responsibilities. You should know who your team members are and what skills they possess so that you can assign tasks effectively. You should also know what order the tasks need to be completed and communicate these responsibilities appropriately.

If you need to delegate responsibility, you could advertise the role internally so that people can volunteer themselves. This is an effective way to ensure you get the most motivated people for the position.

Tasks to be completed Project stage Project manager Team member one Team member two Specialist/ external consultant e.g transcriptionist

Human resource obtainment 1

Researching and gathering of the documents 2

Advertising for donations to be made 3

Transcribing the documents 4

Scanning documents onto computer 5

Saving document 6

4. Research and identify three ways you organise and manage information within your organisation. This may include a software or particular graph you are required to use.

Histogram

A helpful tool for plotting and monitoring human resources is a histogram. A histogram is a graph that provides a visual reference that enables the project manager to see how many hours will be required from a team member, group or entire department that week, month or for the whole project. Histograms can also tell you the maximum time commitment that can be obtained from each resource. From this, you can easily see if you need to allocate more resources or change the schedule of a project to meet the need.

Text

Text is a good option either on its own to go into detail e.g. a job description may have substantial amounts of text, or combined with other tools. Text is also used often in template documents where a description of what needs to be entered is used.

Diagrams

Diagrams and images are useful for presenting complex information or breaking up text for example in a training guide, handbook or presentation. They can be simple and relate to the information being presented or more complex showing a structure of some sort e.g. hierarchal or linear.

5. Provide a definition for negotiate and give three examples you may negotiate with staff. Provide a clear job description for two roles of your choice within your organisation. Create a document to record the information.

Negotiating is the process where two or more parties engage in discussions about something. These discussions may involve compromises in certain areas e.g. wages, level of authority and responsibilities. People may have different communication and negotiation styles such as open and frank, indirect, relationship building, pushy, etc. When negotiating with different people, you should think about your body language and how you can use this to your advantage.

• Gestures

• Bargaining

• Eye contact

Job description

Job title

Job scope

Reports to

Key responsibilities

General responsibilities

Person Specification

Skills

Knowledge

Personal attributes

6. You can support personnel and project performance by implementing development and training. What factors would you take into account when identifying whether development and training is required? Identify three techniques you could use to identify whether further training and development is required?

Ongoing development and training of project team members has many benefits not only to your team members but also for your organisation. By developing and training the team members you have, you will be able to mould the new skills acquired to meet the needs of your organisation. By investing in team members and providing ongoing development and training you are demonstrating they are valued in the organisation which in turn will increase their motivation to contribute more to the organisation and will earn the loyalty of team members.

When identifying what training and development needs there are within a team, there are several factors you may consider:

• What are the current skill set of staff?

• What skills do staff feel they need?

• What are the skill gaps within the organisation?

• What new skills could improve the organisation?

• What training could fill the skill gaps?

Observing the team

• Interviewing/ group meetings

• Questionnaires/surveys

• Work output quality

• Records and reports.

7. What is a shortfall in performance? What method can you use to determine the cause of a shortfall? Provide an example of a shortfall in performance you have been aware of in your organisation. Outline the following:

a. How did you identify the shortfall?

A performance shortfall is the failure to meet the required criteria set for a team member or task. Performance shortfall occur for many several reasons, and you should identify and overcome these shortfalls when they arise, as if left to ferment, they may lead to a domino effect, where the performance of other aspects of the project decrease.

b. What information did you collect to determine that there was a shortfall?

Step one involves the gathering of information. How you gather your information will depend on the performance issue and your organisation. You may want to collect data from other team members and discuss why they believe there is a shortfall in performance, or you may want to test equipment or material and determine whether equipment is to blame for the shortfall.

c. How did you identify the cause of the issue?

If there is a shortfall in performance, you should first find out the root cause of the problem. A Root Cause Analysis is a process you can follow in order to identify the root cause of a problem. If the identified problem is indeed the root cause, removing it from the equation would mean that the problem never occurred. You can identify the root cause of a problem and take action to tackle this, which should mean that the problem can be resolved and avoided again in the future. In the above example, you can trace the root cause of the problem to a lack of structure and responsibility. By designing and implementing a rota system and assigning responsibility to certain individuals on certain days, you can hold this person accountable and thus eradicate the problem.

A Root Cause Analysis can be applied to many different situations and scenarios and can be very useful for identifying and resolving problems.

d. What did you recommend solving the problem?

The remaining step in the root cause analysis is to look into what you could do to help overcome the problem.

There are many ways to overcome shortfalls for example:

• Additional training

• Coaching

• Disciplinary action.

You may also find that individuals have skills that are not being utilised. A solution, in this case, would be to find a task that would enable the team member to use the skill. When you have a reasonable solution for your problem, you will need to discuss these with the relevant people

You may need to recommend solutions to:

• Project manager

• Project specialists and other personnel

• Relevant project authority

• Team members.

e. Produce a chart of your choice to demonstrate the shortfall in performance, the effect of the shortfall and the remedial action taken.

8. Research and suggest one possible process or action that could be implemented within your organisation to improve performance and project effectiveness. Outline the steps you would need to take to have your suggestion approved and put in place.

Improving performance

One way to tackle performance related issues is to encourage team members to participate. A benefit of involving the whole team is that there is a collective responsibility for delivering objectives. You should try to encourage team members to identify ways to improve.

• You can do this by providing opportunities for discussion and feedback through: Meetings – involve a group of people who come together to discuss their progress, solve issues and present information

• One-to-one sessions – involve two people conversing about elements of work, one in a more senior role than the other giving guidance and advice

• Drop-in sessions – involve one or more individuals who are seeking support, advice, a quick word with a manager (there is usually a set time for drop-in sessions e.g. a manager will set 30 minutes aside every Tuesday to answer questions and discuss issues) Brainstorming sessions – is a creative process involving a group of individuals who come together to share their ideas and solutions to problems

• Suggestion boxes – can provide an opportunity for staff to anonymously confront problems or issues.

9. Produce a document you could use within your organisation to report influences affecting team morale for remedial action. Research and outline the process you

Motivating the team

Motivating a team can help to ensure that staff meet schedules and budgets. There are several ways that you can help to motivate team members.

Strategies to help motivate the team include:

• Train staff appropriately; this will help to encourage new ideas and motivate employees

• Use constructive criticism to help staff achieve their full potential

• Rewards should be in place wherever possible for staff who develop ways to improve

• Promote the reward structure – nobody will be motivated by it if they do not know about it

• Staff progression should be highlighted; successful stories could be turned into case studies for others to aspire to would need to follow in your organisation to report an influence affecting your team morale.

10. Identify three ways conflicts may incur within your organisation. Provide an example of a conflict you have previously come across. Outline what the conflict was, how it had developed and what organisation procedures were implemented to resolve the conflict. Research and identify one piece of legislation that may affect how you resolve a conflict.

Conflicts occur because of a variety of factors, for example:

• Clash of personality

• Differing opinions

• Claims to authority.

These conflicts should be resolved according to dispute resolution processes that are in place in your organisation.

Dispute-resolution processes may include:

• Documented organisational policies and procedures

• Industry agreements

• Relevant legislation and regulations e.g. discrimination legislation.

Legislation and industry agreements

You should be aware of relevant legislation that may have an impact on your response to conflict resolution.

It is a criminal offence to discriminate against people because of their sex, race, disability or age according to the following legislation:

• Sex Discrimination Act 1984

• Racial Discrimination Act 1975

• Disability Discrimination Act 1992

• Age Discrimination Act 2004.

Any discrimination should be treated very seriously, as should workplace bullying. There is no specific legislation relating to bullying in the workplace (it is not unlawful unless people are discriminating against others on grounds of sex, race, disability or age). However, under occupational health and safety legislation employers have a duty to reduce the likelihood of bullying as it affects an employee’s state of physical or mental health. For more information on bullying go to: https://www.humanrights.gov.au/information-employers-fact-sheet-workplace-bullying.

The Fair Work Act 2009 also has information on bullying and protects workers from unfair dismissal. Employees can lodge an application to stop bullying and for unfair dismissal with the fair work commission. Employers have the opportunity to respond to applications of dismissal and commissioners will decide if a jurisdiction hearing is necessary. Please go to https://www.fwc.gov.au/resolving-issues-disputes-and-dismissals/respond-application for more information.

11. Every organisation will have different organisational policies and procedures when dealing with conflict in the workplace. Research and identify three principles outlined in your dispute resolution process that will help you to manage the conflict.

• When dealing with conflict in the workplace there are some general principles that you can practice that may be found in your organisation’s dispute-resolution processes:

• Listening to both parties to understand what has caused the dispute

• Treating each party equally and remain impartial

• Getting the parties together to talk about their issues

• Present each viewpoint and talk through the conflict with each party, acting as a

• moderator for the conversation

• Avoid agree to disagree resolution and try to think about procedures

• you can follow and other solutions

• Document discussions and follow formal procedure for disputes (these may include

• disciplinary action if serious).

Whilst conflict is common within teams, conflict can, in some ways, be beneficial to a team, as long as the conflicts are effectively managed that is. A conflict between two individuals due to a clash of personality may occur, with detrimental effects to the entire project’s progression. Rather than letting a dispute stagnate, by implementing effective conflict resolution methods, you may discover the conflict was due to a misunderstanding, which can be resolved quickly and may even lead to an increase in productivity.

12. Explain why it is important to disband a project team.

Disbanding the project team

Disbanding a team occurs at the end of a project and is similar to de-briefing. It is sometimes overlooked but needs consideration because it can help you to learn from the project. The end of a project is signified by having completed all stages of the project and the outputs have been acknowledged by the project director or sponsor. Sometimes a project can be disbanded if the work is cancelled or suspended.

Disbanding helps you to:

• Recognise the effort and success of team members

• Learn from what you have achieved

• Become a better team and better at working in teams

• Look towards the future and other projects.

13. Identify three methods you can use to identify human resource issues. Provide an example where you have previously used one of these methods to identify a human resource issue. Explain how you used this method.

Human resource issues can be identified through using a variety of methods:

Regular audits and spot checks

• Notes or minutes from meetings with staff

• Ask staff regularly for ways to improve

• Complaints forms

• Feedback and suggestion forms

• Staff incentives/rewards documentation

• Disciplinary documentation

It is important to document what you learn from the process to support continuous improvement. The above methods may require forms or documentation to be created.

14. Choose a job role within your organisation. Your task will require you to create a job description for your chosen role to be used to advertise the position. You must provide evidence that you have completed the following tasks:

a. Conduct research within your organisation to research your chosen job role.

The customer service manager is essential in industries that deal directly with consumers. This, basically, means that customer service managers are crucial to almost every commercial industry going. At its very core, the job is to make sure that the company can do as much as is reasonably possible to satisfy the all-important client.

As a customer service manager, you are at once responsible for creating a customer service policy and for making sure that it is implemented. You will have to train up your staff so that they can deal with any imaginable situation in the appropriate manner.

While this gives you great power, it also gives you annoying responsibility: questions, complaints and outright grants will inevitably get shoved upstairs to the manager. This is the one case where the wisdom of The Wire may not apply; the shit does not always roll downhill

b. Participate in a verbal discussion with team members and senior management to determine the role responsibilities

This customer service manager sample job description can assist in your creating a job application that will attract job candidates who are qualified for the job. Feel free to revise this job description to meet your specific job duties and job requirements.

Maintains customer satisfaction by providing problem-solving resources; managing staff.

c. Use previous job description examples from your organisation

Job description

Job title Customer service manager

Job scope Deliver a first-class service to customer throughout the customer service process

Reports to Head of Customer service

Board of Director

Key responsibilities Increase NPS year on year. Increase promotors and decrease detractors through addressing customer needs efficiently and effectively

2. Be responsible for the final quality inspection of the property before it is handed over to the customer putting into place prior to the handover any remedial action that is required

3. Champion the customer throughout the business and be the first elevated point of contact once exchange has taken place if the customer once exchange has taken place.

4. Visit customers in the field to understand their needs by building a professional relationship throughout their Redrow journey, offering guidance and assistance/rectification to matters raised. This will involve occasional evening/weekend working.

5. Manage internal and external relations to ensure that customers are satisfied

6. Feedback patterns of design/specification issues and following instruction implement changes

General responsibilities

Person Specification

Skills Have a clear understanding of quality expectations for the different clients and projects.

· Improve the quality of your work on a daily basis by learning and implementing new

skills with help from Team Leaders, TQM and other CSR’s

Knowledge Promote TransVision objectives.

· Conduct yourself in a manner consistent with the values of the organization.

· Make Transcom an enjoyable place to work.

Personal attributes Possess positive attitude.

· Have very good interpersonal skills (both written and oral)

· Take ownership for quality, competence, and commitment.

· Enjoy/thrive on autonomy within the franchise framework and be results focused.

· Be highly motivated and prepared to work hard.

· Have high personal energy and enjoy a lively environment.

· Be highly flexible and welcome change/improvements.

d. Use the internet to discover the requirements and duties of the job role.

Accomplishes customer service human resource objectives by recruiting, selecting, orienting, training, assigning, scheduling, coaching, counseling, and disciplining employees; communicating job expectations; planning, monitoring, appraising, and reviewing job contributions; planning and reviewing compensation actions; enforcing policies and procedures. Achieves customer service objectives by contributing customer service information and recommendations to strategic plans and reviews; preparing and completing action plans; implementing production, productivity, quality, and customer-service standards; resolving problems; completing audits; identifying customer service trends; determining system improvements; implementing change.

Meets customer service financial objectives by forecasting requirements; preparing an annual budget; scheduling expenditures; analyzing variances; initiating corrective actions.

Determines customer service requirements by maintaining contact with customers; visiting operational environments; conducting surveys; forming focus groups; benchmarking best practices; analyzing information and applications.

Improves customer service quality results by studying, evaluating, and re-designing processes; establishing and communicating service metrics; monitoring and analyzing results; implementing changes. Maximizes customer operational performance by providing help desk resources and technical advice; resolving problems; disseminating advisories, warnings, and new techniques; detecting and diagnosing network problems.

Updates job knowledge by participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations.

Accomplishes information systems and organization mission by completing related results as needed.

15. Using the correct industry related terminology; develop a word document advertising the role. You should use your research from your previous findings. You will need to include the following in your advert:

a. Job title

Customer service manager

b. Job description

Our start up shipping and courier service need to add a Customer Service Manager to our growing team. The successful candidate will focus on all aspects of customer satisfaction and care as well as the supervision of our dedicated Customer Service Associates. We need a Customer Service Manager who can take charge of our customer service department and foster positive relationships with our clients. If you know how to find unique ways to deal with customer complaints or concerns, you’d be a perfect fit for this position. We offer excellent benefits, a competitive starting salary and paid leave as well as opportunities for advancement

c. Job role

• Oversee our customer service team

• Manage and train Customer Associates

• Set reasonable customer satisfaction goals and work with the team to meet them on a consistent basis

• Interact with customers on a daily basis, responding to their questions and guiding them to the appropriate service

• Onboard new employees and train them based on your expertise and skill set

• Create and implement an effective customer loyalty program

d. Skills required

• 10+ years’ experience in customer service

• 5+ years’ supervisory experience

• Bachelor’s degree in business administration or a related field preferred

• Extensive e-commerce background

• Ability to translate your skills to other employees through training and mentoring

• Excellent verbal and written communication skills

• Proficiency with Microsoft Office Suite and Google Docs

e. Who they are responsible to

Brand manager and Board Manager

f. Possible job developments

excellent benefits, a competitive starting salary and paid leave as well as opportunities for advancement.

16. Identify four human resource management (HRM) methods, techniques and tools. Provide an example of each of the methods, techniques and tools you have identified, and briefly summarise (max. 150 words per item) how and why these have been used.

To use human resource management tools you may need to be familiar with organising and managing information in different formats for example:

Text

Text is a good option either on its own to go into detail e.g. a job description may have substantial amounts of text or combined with other tools. Text is also used often in template documents where a description of what needs to be entered is used.

Charts:

As previously stated, an organisational chart can also be useful to demonstrate the distinct roles and hierarchy of the structure. An organisation chart can be as simple or as complex as needed. It may also have photographs of the individuals under each job title for ease of recognition. Organisation charts can be sent to team members or hung up in poster form for reference.

Histogram:

Tables:

Tables are good for timesheets and for assigning responsibilities e.g. a responsibility assignment matrix. Microsoft Excel or similar databases can create useful templates for timesheets that update the totals when database formulae and functions are used. A responsibility matrix is a table that can show you who is responsible for the different tasks on a project. One type of RAM is called a RACI chart (Responsible, accountable, consult, inform). This helps to see the different relationships individuals have with the project tasks.

Diagrams:

17. Identify, explain and give an example for a strategy that could be used to manage project human resources in each of the following situations:

a. Determining resource requirements

Work breakdown structure

The work breakdown structure is a tool used to break down your project into smaller digestible tasks. The purpose of breaking down the tasks is to help you to discover the resource requirements; not only material needs, but time and financial needs. There will be wide differences in the individual tasks required for a project due to the varying industries and areas in which a project can be created.

There are four stages involved in the work breakdown structure: breakdown, organise and structure, determine resources and document.

b. Assigning responsibilities

Trace the root cause of the problem to a lack of structure and responsibility. By designing and implementing a rota system and assigning responsibility to certain individuals on certain days, you can hold this person accountable and thus eradicate the problem.

c. Addressing a skills gap through learning and development

Few people will fit your idea of an ideal candidate, and it is, therefore, important to decide on what the qualifying features will be e.g. in the form of essential and desirable criteria. If a strong candidate has a skills gap in I.T. and this is desirable for the activities described, then training is a possible option. You could also look at complimentary skill sets e.g. if there is someone in the team with very good I.T. skills they could support the team member who lacks in this skill set.

d. Overcoming shortfalls in performance

A performance shortfall is the failure to meet the required criteria set for a team member or task. Performance shortfall occur for many different reasons, and you should identify and overcome these shortfalls when they arise, as if left to ferment, they may lead to a domino effect, where the performance of other aspects of the project decrease.

e. Motivating the team

Train staff appropriately; this will help to encourage new ideas and motivate employees

Use constructive criticism to help staff achieve their full potential

f. Conflict resolution.

These conflicts should be resolved according to dispute resolution processes that are in place in your organisation.

Dispute-resolution processes may include:

• Documented organisational policies and procedures

• Industry agreements

• Relevant legislation and regulations e.g. discrimination legislation.

Legislation and industry agreements

You should be aware of relevant legislation that may have an impact on your response to conflict resolution

18. Identify three factors that should be considered when measuring individuals’ performance against agreed criteria.

Productive team members are essential for every organisation to succeed. You should continually monitor and evaluate your team members to quickly identify shortfalls in their performance. When initially hired, your team members would have been provided with agreed criteria as to what their expected performance should be. The criteria will differ depending on the team member’s role and responsibilities.

19. What is a Root Cause Analysis? In either text or graphic form, undertake a Root Cause Analysis for one problem you have encountered in either a current or previous work role. Attach this to your workbook.

Root Cause Analyses can be completed in several forms, including:

• Ishikawa / fish bone diagrams

• Table

• Mind maps

• Flow charts

• No real format.

20. Identify and explain two techniques for managing and improving individuals’ performance.

You can do this by providing opportunities for discussion and feedback through:

• Meetings – involve a group of people who come together to discuss their progress, solve issues and present information

• One-to-one sessions – involve two people conversing about elements of work, one in a more senior role than the other giving guidance and advice

21. Project: You will be assigned in a small group (2-5 people) to conduct this project. Choose a project in discussion with your assessor. An example of a project could be setting up a Learning Management System (LMS) using Moodle for AIS. As a group you are required to complete the following tasks and provide a report.

22. Name and explain two human resource management methods, techniques and tools.

Organizational Charts

Organizational charts are the graphical diagrams to explain the authority and reporting lines in the project. Human resource management plan is the staffing management plan it describes about when the staff will recruit in the project, how the staff will be trained and when the staff will be relived from the project.

Matrix

The type which is used most often is called the responsibility assignments matrix (RAM). These can be shown as a table with the left hand column listing the various work packages, and the remaining columns describing the various roles.

23. Name and explain two strategies that may be used for managing project human resources. Explain for what application each strategy may be used.

Strategies for learning and development

There are many methods and techniques used for improving the performance of staff and helping them to learn new skills.

For example:

• Coaching – involves creating an optimum environment for learners to perform to the best of their abilities.

• External training – this involves an external body and can be formal with an assessment leading to a qualification.

• Mentoring – involves regular contact with a person in a similar or higher position.

• On-the-job training – involves learning the aspects of a job through doing the tasks related to that job.

• Performance feedback, including 360 – this is a formal review of performance and can involve a self-assessment and a manager’s opinion on your performance.

• Self-directed learning – this involves a learner studying in their own time.

• Work rotation – this involves experiencing other people’s roles to understand better the structure of the organisation to then be able to work more cohesively. Coaching – involves creating an optimum environment for learners to perform to the best of their abilities.

Strategies to help motivate the team include:

• Train staff appropriately; this will help to encourage new ideas and motivate employees

• Use constructive criticism to help staff achieve their full potential

• Rewards should be in place wherever possible for staff who develop ways to improve

• Promote the reward structure – nobody will be motivated by it if they do not know about it

• Staff progression should be highlighted; successful stories could be turned into case studies for others to aspire to.

24. Name and explain two processes that may be used to measure individual’s performance against agreed criteria.

Performance evaluation

There are several factors you should determine when measuring the performance of your team.

The time taken to complete the task

The completion of tasks to deadlines is an important skill set for most employers. When measuring the team member’s time taken to complete the task you should also take into account whether the work was of average or poor quality.

Attendance

Arriving late for work or not arriving means an employee is not completing the task to its full potential. Measuring attendance may indicate an underlying issue, for example, the employee hasn’t been trained, has a high workload or does not get along with other team members.

25. Name and explain two techniques for managing and improving performance.

Interpersonal skills involve communicating effectively with different people. If you have good interpersonal skills, you will usually be able to talk with ease to a variety of people with differing backgrounds and at a wide range of levels. Your communication will be confident, eloquent and adaptable to suit different situations.

Building relationships and establishing rapport is an important part of managing a team. By making people feel valued and building trust, you can help to improve performance.

Performance feedback has a more formal approach. It involves a regular ongoing assessment of an employee’s performance by a manager or supervisor. Constructive feedback both positive and negative is given to the employee to motivate them and improve their work. Some organisations have a rating system on a scale e.g. 1-10 and a list of responsibilities, traits, and goals and then score the employee on those.

By identifying areas that personnel need additional help with and having ongoing support in place, this will help improve your project performance. As the training is put in place, you should observe and communicate with the team members to ascertain the progress they are making. You may identify areas in the training which are irrelevant and alter the training plan.