Simulated business: BBQfun

Business plan excerpt

BBQfun organisational chart

Performance management policy and procedures

BBQfun Performance Management Policy

Procedure to conduct performance review

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:

• 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

4. Six month follow-up discussion

• discuss development plan progress or establish development plan

• modify standards and targets, if required.

Implementation of performance review process

Performance management plan template

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?

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.

• 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?’

The GROW model

Goal

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:

Options

• What other options have you considered for how we might handle this?

• What are the alternatives?

Will

• How will you take this forward?

• How are you going to achieve this?

Procurement policy and procedures

BBQfun Procurement Policy

Principles governing procurement process

1. Probity and ethical behaviour

2. Value for money

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

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:

• 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:

• 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

9. Avoid conflict of interest

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.

10. Report collusive tendering

11. Competitive process

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)

13. Evaluation and contract award

14. Results of tendering process

Summary of procurement policy delegations

Recruitment and induction policy and procedures

BBQfun Recruitment and Induction Policy

Principles

• 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 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.

Procedure to recruit employees

1. New jobs and job vacancies

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)

• main purpose of the job

• main duties and responsibilities

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

5. The application pack

• applicant cover letter – includes closing date

• application form

• job description

• person specification.

6. Processing applications

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

9. Arrangements for interviews

• 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).

10. Interviewing

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

11. Making a decision after interview

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

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

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

14. Appointment

15. Induction and probation

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.