Simulated business BBQfun

BSBMGT517 Manage operational plan

Business plan excerpt

From BBQfun business plan FY 2012–2013

Mission

To provide our customers with great value outdoor lifestyle products and second-to-none customer service.Vision

To be south-east Queensland’s leading outdoor lifestyle retailerwithin five years.

Values

Quality.

Customer value.

People: Active encouragement of safety, teamwork, diversity, excellence, innovation and continuous improvement.

Strategic directions

The strategic context in which BBQfun will achieve its mission and vision is through:

engaging with customers through marketing, research and personalised service

building a reputation for quality products and quality customer service

supporting people to perform via training and performance management

increasing sales revenue

controlling costs through operational efficiency.

BBQfun organisational chart

Performance management policy and procedures

BBQfun Performance Management Policy

Procedure to conduct performance review

The employee’s performance will be monitored and evaluated regularly throughout the year. The performance review encompasses three elements:

• an annual formal review discussion
• a six month follow-up discussion
• continuous monitoring of the employee’s performance.

1. Annual discussion

The annual discussion is a key step in the performance review process. Essentially, this step involves compiling all the information collected and assessed throughout the year relating to the employee’s performance.

The key elements of the annual discussion are to:

• reflect on performance during the year
• clarify key responsibilities of the role and review the job description
• discuss successes as well as areas for improvement
• set agreed targets and performance standards for the next six months
• agree on key areas of development for effective performance in the role.

2. Documentation

The performance review documentation provides an important guide to record the standards expected of an individual, their targets (according to the job role) and individual development plans. It is important to use the correct forms to maintain the integrity of the information, and to help the manager and employee ensure the review is completed correctly.

3. Timing

Employee performance is to be formally reviewed every 12 months with a follow-up review in six months. A new plan should be completed at each annual appraisal discussion.

4. Six month follow-up discussion

The follow-up review provides an opportunity for managers and employees to revisit targets, standards and development plans to:

• establish that progress is on track
• identify changes impacting on the achievement of targets and standards set
• discuss development plan progress or establish development plan
• modify standards and targets, if required.

Implementation of performance review process

Performance management plan Simulated business BBQfun

Principles of coaching underperforming employees

What do we coach?

Generally, most performance problems can be resolved through effective communication between managers and employees. Most employees can benefit from coaching in some way. Coaching applies to any skill at any time. It is a simple way to set, discuss, and monitor goals in a collaborative way.

When do we coach?

Coaching is different to formal training. But how do you know when you should step in, or let employees work through the problems for themselves?

• Observe the employee's work and be alert for certain triggers or signs. For example, you may notice an attitude or behaviour creeping in, or you discover a slump in the employee’s KPIs.
• Coach when you want to focus attention on any specific aspect of the employee's performance.
• Don’t hesitate – do it now. Coaching is a process that is most effective when it happens promptly.

How do we coach?

• Good coaches challenge employees and ask questions that help the employee to discover how to improve.
• Coach when you wish to focus attention on any specific aspect of the employee’s performance.
• A coaching meeting should focus on just one or two aspects of performance. Any more than that and employees won’t remember the main impact of your meeting.
• Keep coaching conversations brief and between 5 and 15 minutes long.
• Being an effective coach requires understanding of what motivates the members of your team. Remember that people are motivated in different ways. Be sensitive to the things that drive your people to perform.
• When things are performing well, take the time to understand what is working and why.
• Good coaching is guiding, not telling or doing.
• Allow the employee to own the problem and its solutions. Ask them: ‘How do you think we should handle this?’
• Be sure you document any key elements that come out of your coaching sessions and store them in the employee’s file.

The GROW model

GROW is a simple but effective model for running coaching sessions. GROW is an acronym that stands for: Goal – (current) Reality – Options – Will.

Goal

Things can change, and the employee’s goals may need to be revisited and reviewed.

Current Reality

Getting to the root cause of problems means asking the team member about what is happening and how the problem is affecting them. Often managers can leap to a conclusion about solving a performance problem. Important information that can help to solve the problem is often missed.

Some useful coaching questions include:

• How is this change affecting your work?
• If things changed do we need to revisit how we planned to approach this?

Options

Once you and your team member have explored the current reality, it's time to start exploring the alternatives for solving the problem. It should be a two-way process, so encourage the team member for their ideas and views about what might be done.

Ask questions like:

• What other options have you considered for how we might handle this?
• What are the alternatives?
• How else could we approach this? What risks are involved?
• What are the possible risks involved in these other options?
• What constraints exist?

Will

By this stage you will have examined the current reality and canvassed the options for what could be done. The team member should now have a clear idea of how to deal with the situation. The final step for you as a coach is to get them to commit to taking action.

• How will you take this forward?
• How are you going to achieve this?
• What obstacles could prevent this happening?
• What else will you do?

Note: The coaching conversation does not need to rigidly follow the order above. Any genuinely two-way conversation will develop in unplanned ways. Nevertheless, each element of the GROW model should be addressed at some point in any coaching session that is likely to be effective.

Procurement policy and procedures

BBQfun Procurement Policy

Principles governing procurement process

1. Probity and ethical behaviour

The principle of probity and ethical behaviour governs the conduct of all procurement activities. Employees who have authority to procure goods and services must comply with the standards of integrity, probity, professional conduct and ethical behaviour. Employees or directors must not seek to benefit from supplier practices that may be dishonest or unethical.

2. Value for money

Value for money is the core principle underpinning procurement. Contracted organisations must be cost effective and efficient in the use of resources while upholding the highest standards of probity and integrity. In general, a competitive process carried out in an open, objective and transparent manner can achieve best value for money in procurement.

Procurement policy and procedures

3. Non-discrimination

This procurement policy is non-discriminatory. All potential contracted suppliers should have the same opportunities to compete for business and must be treated equitably based on their suitability for the intended purpose.

4. Risk management

Risk management involves the systematic identification, analysis, treatment and, where possible, the implementation of appropriate risk-mitigation strategies. It is integral to efficiency and effectiveness to proactively identify, evaluate, and manage risks arising out of procurement related activities. The risks associated with procurement activity must be managed in accordance with the organisation’s Risk Management Policy.

5. Responsible financial management

The principle of responsible financial management must be applied to all procurement activities. Factors that must be considered include:

• the availability of funds within an existing approved budget
• staff approving the expenditure of funds strictly within their delegations in accordance with the delegations table on page 12 and the completion of the Expenditure Payment Approval Form
• measures to contain costs of the procurement without compromising any procurement principles.

6. Procurement planning

In order to achieve value for money, each procurement process must be well planned and conducted in accordance with the principles contained in this document and comply with all of the organisation’s policies and relevant legal and regulatory requirements.

When planning appropriate procurement processes, consideration should be given to adopting an approach that:

• encourages competition
• ensures that rules do not operate to limit competition by discriminating against particular suppliers
• recognises any industry regulation and licensing requirements
• secures and maintains contractual and related documentation for the procurement which best protects the organisation
• complies with the summary of procurement delegations (on page 12).

7. Buy Australian made/support for Australian industry

Employees who are involved in procurement activities must make a conscious effort to maximise opportunities for Australian manufacturers and suppliers to provide products where there is practicable and economic value. In making a value for money judgement between locally made and overseas-sourced goods, employees are to take into account:

• whole-of-life costs associated with the good or service
• that the initial purchase price may not be a reliable indicator of value
• the quality of locally made products
• the record of performance and delivery of local suppliers
• the flexibility, convenience and capacity of local suppliers for follow on orders the scope for improvements to the goods and ‘add-ons’ from local industry.

8. Pre-registered list of preferred suppliers

BBQfun shall maintain a pre-registered list of preferred suppliers, following a request for expressions of interest and an evaluation of the submissions. Suppliers can request to be evaluated for inclusion on the existing pre-register list at any time.

All purchases under $5,000 may be made from preferred suppliers without undertaking a competitive process. Purchases above $5,000 where a preferred supplier exists should include a competitive process if practicable.

This list is reviewed at regular intervals with admission of interested parties on a rolling basis. Care should be taken to ensure that such lists are used in an open and non-discriminatory manner. BBQfun encourages new contractors to provide information on their experience, expertise, capabilities, pricing, fees, and current availability. It is in the interest of the organisation that the pool of potential suppliers is actively maintained and updated. Employees should be encouraged to provide reports of their experiences in working with each contractor/consultant to assist future decisions concerning commissioning suitable contractors and consultants.

9. Avoid conflict of interest

Employees and directors are required to be free of interests or relationships in all aspects of the procurement process.

Employees and directors are not permitted to personally gain from any aspect of a procurement process.

Employees and directors shall ensure that, to the best of their knowledge, information and belief, that at the date of engaging a contractor no conflict of interest exists or is likely to arise in the performance of the contractor’s obligations under their contract.

Should employees or directors become aware of potential conflicts of interest during the contract period, they must advise the CEO and Board of Directors immediately.

Prior to any situation arising with potential for a conflict of interest, complete disclosure shall be made to the CEO and Board of Directors to allow sufficient time for a review.

10. Report collusive tendering

Employees should be aware of anti-competitive practices, such as collusive tendering. Any evidence of suspected collusion in tendering should be brought to the attention of the CEO and Board of Directors.

11. Competitive process

It is a basic principle of procurement that a competitive process should be used unless there are justifiable circumstances. For purchases under $5,000, the list of preferred suppliers may be used. The type of competitive process can vary depending on the size and characteristics of the contract to be awarded.

12. Direct invitation (selective or restricted tendering)

A process of direct sourcing to tender may be used. This may involve:

• an invitation to organisations deemed appropriately qualified for a particular product or service (this may be appropriate for specialised requirements in markets where there is a limited number of suppliers or service providers)
• an invitation to tender to organisations on BBQfun’s pre-registered list of preferred suppliers, if applicable.

13. Evaluation and contract award

For projects being awarded, consideration will be given not only to the most economically advantageous tender, but also to the track record of the tender respondent and the degree of confidence that the panel has in the quality of the bid. It will be the normal practice to have the evaluation of tenders carried out by a team with the requisite competency.

14. Results of tendering process

All tender respondents should be informed in writing of the result of a tendering process immediately after a contract has been awarded.

Summary of procurement policy delegations

Recruitment and induction policy and procedures

Recruitment and induction policy and procedures

BBQfun Recruitment and Induction Policy

Principles

The following principles guide decision-making in relation to recruitment and selection of employees:

• The aim of the recruitment and selection process is to appoint the most suitable person to the position.
• Recruitment of new employees will only be undertaken after capabilities of existing workforce have been taken into account and training options sufficiently explored.
• Recruitment and selection will be informed by the organisation’s strategic directions and priorities and will take place following an evaluation of the need for the role given the staffing requirements to achieve these directions and priorities.
• Recruitment and selection will be guided by requirements of relevant legislation and other relevant human resource management policies in use by the organisation, such as equal opportunity and anti-discrimination policies.
• Recruitment and selection processes will be conducted on the basis of fair, equitable and respectful treatment of all applicants.
• Positions will be advertised on a range of sites including print and web media (where appropriate), which are most likely to maximise the field of suitably qualified applicants.
• All appointments will be made on the basis of careful and consistent application of the principle of merit and adherence to the key selection criteria and requirements of the position as outlined in the position description.
• Appointments will be made in open competition from the widest field of applicants attracted by both internal and external advertising.
• Recruitment and selection processes will be transparent, consistent, professional and timely. Accountability will be achieved by recruitment and selection processes being open and subject to appropriate scrutiny and review, having regard to the confidentiality of the applicants.
• All recruitment and selection processes will be conducted so as to ensure the confidentiality of the applicants and to preserve the integrity of the process.
• Decision-making is the responsibility of the Chief Executive Officer or as delegated to the senior management team and/or nominee.

Procedure to recruit employees

1. New jobs and job vacancies

The occurrence of a vacancy is an opportunity to review the necessity for the post and its duties, responsibilities and grade. Where the duties of a post have changed significantly the manager must ensure that the job description is reviewed.

When a vacancy arises, consideration must be given, prior to open advertising, to any employee for whom redeployment is being sought on the grounds of redundancy or disability.

For vacancies of less than three months the manager may choose to fill the post by means other than advertising, for example, by word of mouth or the use of agency staff.

2. Job description

A job description is a key document in the recruitment process, and must be finalised prior to taking any other steps. It must include:

• the job title (which must be gender neutral)
• the location of the job
• wage or salary scale for the position

Recruitment and induction policy and procedures

• the line manager to whom the incumbent is responsible
• any posts reporting to the incumbent
• main purpose of the job
• main duties and responsibilities
• any special working conditions (e.g. evening or weekend work).

Items that should be included in job descriptions are:

• a note that indicates that, as duties and responsibilities change, the job description will be reviewed and amended in consultation with the incumbent
• an indication that the incumbent will carry out any other duties – which are within the broad scope and purpose of the job – as requested by the line manager.

3. Person specification

The person specification is of crucial importance and informs the selection decision. The person specification details the knowledge (including necessary qualifications), skills and abilities, experience, aptitudes required to do the job. The person specification should be specific, related to the job, and not unnecessarily restrictive; for example, only qualifications strictly needed to do the job should be specified.

Great care must be taken if physical requirements are specified. Anti-discrimination legislation requires employers to make reasonable adjustments to jobs to make them suitable for people with a disability. It is therefore important that any physical requirement is stated in terms of the job that needs to be done. For example, a job may require that the appointee ‘must be able to travel to a number of different locations’. In this instance, it will be necessary to consider if an ability to drive is required, or whether or not reasonable adjustments can be made for non-drivers.

4. Publicising the vacancy

All posts must be advertised internally, unless the position is under three months in duration, or the manager has designated a particular post as potentially suitable for a person for whom the organisation is seeking re-deployment.

The majority of posts will also be concurrently advertised externally to maximise the chances of attracting the best candidate. Consideration should also be given to advertising in locations/publications likely to increase diversity in the workforce.

5. The application pack

Applicants will be able to request a recruitment pack by phone or email. Packs should also be made available to be downloaded directly from the organisation’s website. A log of the names and addresses of all individuals requesting an application pack will be taken for tracking and monitoring purposes.

The application pack will always include:

• applicant cover letter – includes closing date
• application form
• guidance notes for completing the application form
• equal opportunities monitoring form
• Equal Opportunities Policy statement
• criminal convictions declaration form
• job description
• person specification.

The pack may also include further information relevant to the particular post, e.g. annual report, organisational structure chart as appropriate.

6. Processing applications

Staff must be aware that when dealing with enquiries about vacancies that it is unlawful to state or imply that applications from one gender or from a particular racial group, age group, sexual orientation or religion/belief would be preferred, (unless a genuine occupational qualification or requirement applies) and to do so may lead to a complaint of unlawful discrimination.

Care must also be taken that all applicants are treated in the same way, for example, with regard to invitations to visit the department, informal meetings to discuss the vacancy, and provision of information. However, it is acceptable to respond to requests from individual candidates who demonstrate initiative in their preparation.

The confidentiality of applications must be respected by all of those involved in the selection process.

7. Shortlisting

After the closing date has passed, applications from candidates may be shortlisted. This decision should be based on evidence that the applicant has met the requirements of the person specification.

The original applications from all applicants, together with a written note of reasons for shortlisting or rejection, must be retained for a minimum of six months from the date that an appointment decision is notified, in case of complaint to an employment tribunal. All photocopies of application forms must be shredded.

8. Criminal conviction declaration forms

Criminal declaration forms belonging to candidates who have not been short-listed for interview will remain sealed and will be shredded. Shortlisted candidates’ forms will be opened and checked for relevant convictions. If it is deemed that a conviction is relevant to the post, the candidate may be withdrawn from the list of interviewees. Further guidance on this can be found in the Rehabilitation of Offenders Policy (and the application pack guidance notes).

9. Arrangements for interviews

Letters or emails to short-listed candidates should include:

• date, time and place of their interview
• travel directions to the interview venue

• a request that they contact the author of the letter/message if they have any special requirements in relation to the interview (related to access to the venue or any other special need related to a disability)
• if appropriate, details of any test or presentation they will be required to do, or anything that they should bring with them (e.g. examples of work or proof of qualifications that are essential to the post).

It is best practice to write to candidates who have not been shortlisted but if this is not possible due to limited resources, the application pack should make clear that if not notified after a certain date or period, applicants should consider themselves not to have been shortlisted.

10. Interviewing

Interviews should be scheduled as soon after the closing date as reasonably possible.

The structure of interviews should be decided in advance by determining whether the interview panel will be assembled and what areas of questioning are required to cover all of the elements of the person specification. The question areas to be explored by each panel member should be agreed in advance to avoid overlap or repetition.

The same areas of questioning should be covered with all candidates. Interview questions should be phrased so that they do not favour any one candidate and should be designed to seek evidence of how the interviewee meets the criteria of the job role. Supplementary questions should be used to probe for further information or clarification where answers are incomplete or ambiguous. Care must be taken to avoid questions that could be construed as discriminatory (e.g. questions about personal circumstances that are unrelated to the job).

The interviewer (or interview panel, if used) is to act for the organisation in making selection decisions and is accountable for them. Interview notes must be taken to help make an informed decision based on the content of the interviews. Such notes must relate to how candidates demonstrate their knowledge, skills, experience and abilities in relation to the requirements of the job role. Applicants can request disclosure of such notes in the event of a complaint. Obviously any inappropriate or personally derogatory comments contained within the notes could be considered discriminatory and are unacceptable.

Disabled applicants

Where the candidate being interviewed has a disability for which adjustments may need to be considered, the candidate’s requirements should be discussed with them once the planned questioning is complete. The outcome of these discussions must not influence the consideration of the candidate’s application. If the disabled candidate best meets the person specification, consideration must be made regarding what would be ‘reasonable adjustments’ to accommodate the needs of the person in question.

On considering these, if it is considered that the adaptations needed would not be deemed to be ‘reasonable’ under anti-discrimination legislation; the manager will draft a letter to the applicant explaining why the adaptations cannot be made. Reasons for not making adjustments to the working environment must be both material and substantial, and must be documented.

11. Making a decision after interview

The information obtained in the application, the interview, and in any selection tests will allow candidates to be assessed against the person specification and a selection decision to be made. The manager or panel chair must ensure that a written note of the reasons for selecting the successful candidate and rejecting others is made and placed on the recruitment file, together with the original applications and notes of all panel members, for a minimum of six months after the appointment decision has been notified to the candidates.

Interview proceedings are confidential and interviewers are free to divulge to others the decision reached only once the appointee has accepted the post.

The manager will make a provisional offer to the preferred candidate subject to satisfactory references and disclosures (if appropriate) being received.

12. Feedback

It is good practice to offer applicants feedback after interviews and it is our policy to respond if requested. Feedback should be specific and honest. Panel members giving feedback must ensure that any feedback they give relates to the selection criteria for the post and that the words that they use could not be taken to infer unlawful discrimination.

13. Pre-employment checks

A number of employment checks are required to be undertaken before a formal offer of employment can be made. It must be ensured that any offer of employment given, is a ‘provisional’ one, subject to receipt of documentation as shown below.

References

References should only be used after interview to confirm, but not influence, a decision. Candidates’ permission must be sought prior to seeking references.

Appropriate referees are those who have direct experience of a candidate’s work, education or training, preferably in a supervisory capacity and a reference must be obtained from the current or previous employer.

References are confidential and must be sought ‘in confidence’. Panel members must return all copies of any references with the application forms and their interview notes to the manager on completion of the recruitment process. References must only be kept in the personal file.

Asylum and immigration

It is a criminal offence to employ someone who does not have the permission to work in Australia. All external candidates at interview must therefore be asked to provide proof of citizenship, e.g. a passport or birth certificate. Note that it will be unlawful racial discrimination to carry out checks only on potential employees who, by their appearance or accent, seem to be other than Australian. Checks must be carried out on all external applicants.

Criminal conviction information

The organisation will seek a disclosure (police check) for all posts. It should be noted that this may delay the offer of a position until the disclosure process is complete.

Recruitment and induction policy and procedures

Pre-employment health check

The organisation requires certain information prior to an individual commencing employment, to ensure that they will be able to perform the requirements of the job and give reliable service, and to ensure compliance with relevant health and safety regulations. The information is also required in order to establish whether any reasonable adjustments may need to be made to assist them in performing their duties.

Qualifications

Proof of trade or academic qualifications and any others considered essential for the post must be verified.

14. Appointment

Only the manager issues letters of appointment and places individuals on the payroll.

15. Induction and probation

All new staff will undergo a probationary period during which they will be introduced to the main duties and responsibilities of their post. An induction program will be set out, which covers information about the organisation and their post.

Induction checklist

16. Recordkeeping

All records relating to the recruitment and selection procedure will be retained only for as long as is necessary (generally six months), and will be securely destroyed thereafter.