Managing People Performance - The Royal Automobile Club of Queensland - Essay Example

Manage People Performance Company Vision The Royal Automobile Club of Queensland is a full service motoring organization. Starting from small beginnings the organization has grown and now functions in a wide variety of travel needs. Among these company aspects, the organization offers motoring and travels benefits, such as roadside assistance, as well as car and home insurance. In addition, members gain a number of shopping discounts. The overarching vision is to continue to provide a wide range of member benefits and efficient service and assistance. Company Goals The Royal Automobile Club of Queensland has a number of company goals. As the organization is already highly differentiated in terms of market segmentation the overarching company goals are expanding these market elements into larger markets, as well as creating more value for members. Still, within this context of understanding there are specific company goals that further articulate the organization’s strategic initiatives. In these regards, the first company goal has been indicated to be, “To deliver our core products and services to a standard and quality which meets or exceeds members’ expectations” (‘Racq’). In these regards, the company recognizes that while they achieved significant success, it’s necessary to continue to develop and create customer value in as effective and efficient way as possible. In ensuring that customer expectations are met and exceeded the organization can retain current customers and expand into new markets. A second primary company goal is to develop means of increasing the value of membership in a mutual gains approach for company and customer. While this may seem counter-intuitive, the company understands that in developing greater efficiency measures, strengthened partnerships, and greater strategy, membership can be both expanded as a means of offering greater value to the customer and still retaining an increased profit share. The final company goal is to develop new and sustainable income streams that function within the company’s brand and vision. Since it’s beginnings the Royal Automobile Club of Queensland has been highly successful in not simply gaining members, but also in expanding the membership benefits and sources of revenue. One considers that the company does not simply provide roadside assistance, but also gains revenue from car and automobile insurance. The company then desires to expand into even further markets as a means of gaining profit and developing the organization. Critical Success Factors and Key Performance Indicators for the Organization There are a number of critical success factors for the organization. The first critical success factor is the continuation of customer support. The key performance indicators for this critical success factor are continued increases in membership, high retention of existing customers, and increased revenue within all revenue streams. The next critical success factor is the development of new corporate revenue streams. The key performance indicators in this context are the physical establishment of these revenue streams, increased membership and customer support of the revenue stream, and statistics that attest to the long-term sustainability of the models. The final critical success factor is creating great membership value. The key performance indicators for this factor rely on a comprehensive consideration of increases in company profit and reductions in customers price, the success of the organization in securing strategic partnerships that create mutual gains value, and increase in customer approval ratings through survey mechanisms. Performance Standards While there are a number of essential positions within the organization one of the most pertinent is the claims officer. There are a number of performance standards associated with this position. The first performance standard is that the claims officer is that they successfully and efficiently negotiate insurance claims concerns. The second performance standard is that the claims officer is able to negotiate with company customers in a professional and a way amenable to both the company and the customer. The next performance standard is that the claims officer keeps clear and sound records of their claims cases managed. The fourth performance standard is that the employee arrives at work in a prompt and regular manner. The fifth performance standard is that the employee works well and cooperatively with other claims officers and employees. Finally, the sixth performance standard measures the performance relative to a quantitative collection of company wide performance. The employee’s performance will be rated on a scale and individuals measuring above this will be commended for good performance and those operating below be penalized. Monitoring of this Position The claims officer position will be monitored through a number of organizational processes. In this context of understanding, the claims officer will regularly meet with a supervisory professional and engage in an open-ended conversation where both parties can inquire and express employment concerns. This open communication will function as a means of the organization deeper insight into the individual’s motivation and perspectives. In addition to this monitoring tool, occasional observational days will be scheduled where a supervisory professional observes the claims officer and later has a conference regarding the individual’s performance. Performance Analysis There are a number of performance analyses that will occur for this position. In these regards, there will be a combined approach that implements both qualitative and quantitative performance measures. In terms of qualitative performance measures, observational data collection from performance appraisals will be combined with conference data in making qualitative performance determinations. In addition to these performance analysis measures, quantitative data regarding the individual’s efficiency in writing low cost claims will be developed and compared on a spectrum with other claims officers within the organization. Ultimately, both the qualitative and quantitative performance measures will be considered in the performance analysis. Performance Appraisal Tool This position will have an interview performance appraisal tool. In these regards, the position will implement role-playing to determine the individual’s potential and future development. The role-playing will involve six scenarios that place the individual in different workplace situations. These situations involve: negotiating with a customer, calming an angry customer, a situation of ethical challenge, a situation where a death has occurred, a training scenario, and a situation where significant data must be collected. Performance Improvement Plan This position will have a performance improvement plan. In these regards, regularly scheduled conferences will be held with the claims officers. During these meetings both the officer and the supervisor will be able to express their concerns about the position. During these meetings of past performance appraisals will be discussed and progress measured. In addition to this, regular training on specific concern areas will be enacted for all employees. In terms of specific relation to the claim’s officer, the individuals will need to engage in focus groups where they act out areas of concern with other employees that have measured negatively on performance assessment measures. For instance, taking claims and adjusting insurance fees will be one such are of improvement. Ultimately, the specific performance improvement will be directly linked to in-field deficiencies as identified by the performance analysis and appraisal. References Racq. (2011). Retrieved from http://www.racq.com.au/about_us Read More