Management Roles and Worker Profiles of Showb Hotel Health Club Located in Sydney - Case Study Example

Manage people performance Name: Instructor: Course: Date of Submission: Task 1 The following section will discuss the operational plan, management roles and worker profiles of Showb Hotel Health Club located in Sydney, Australia. Showb Hotel is a multinational group of hotels operating in different countries. The club offers a wide range of fitness and lifestyle services and products. It contains four main departments namely finance, IT, sales and marketing, and operations. Operational Plan Operational Goals Department Goals Progress Goals Focus KPI Reasons/Barriers Department Deliverable Goal KPI Due 1 2 3 4 5 6 Member retention Renewing relations and contacting inactive members Membership growth Competition from the growing number of health clubs in Australia[Pri10]. Operations Active member list To understand whether club membership is growing or not A growing active member list Sept × × Improve the current information system Consulting an IT firm Enhancing database management system that will allow a number of services to be integrated Additional resource will be costly Since the club is expanding the number of services it offers, there need for a new database management system IT Additional database management system To implement an online access system that will interact with the accounts system Online access system that will allow existing and new member to chose their membership level as well as indicating their priorities Nov × × × Improve financial services Replacing the current accounting package Financial services that every member will enjoy The current system is not integrated with the database Finance Muhaseb Accounting package Learn to use the new accounting package Handling all financial issues in a professional manner Aug × × × × × Workers Profiles: 1. Accounts Clerk Department: Finance Job Roles: Reconciling the revenues collected on a daily basis Maintain trial balance or posting accounting data through computer data entry in the cash journal on a daily basis Preparing bank account deposit documents as well as confirming deposit totals Completing end of month closing process and disbursing revenues and other monies to the applicable entities Reconciling revenue reports on a monthly basis Preparing financial reports such as bank account reconciliation forms, trial balance reports, revenue transmittal sheets, and revenue summaries Answering incoming calls and providing routine information in reaction to inquires Performing related duties as required 2. Sales Coordinator Department: Sales and Marketing Job Roles: Responding quickly and efficiently to all incoming sales enquires by email, telephone, and fax, as well as preparing brochures Following up all the enquires, facilitating show rounds with potential customers to show them hotel facilities, and preparing proposals where necessary Raising invoices and contracting bookings Coordinating all details for the club members including equipment, entertainment, food and beverages, among others Promoting the health club facilities to new and existing members through a proactive approach Coordinating and responding to all internal meeting requests Assist in the implementation of the sales strategy as set by the Sales Manager 3. Receptionist Department: Operations Job Roles: Implementing Showb Health Club systems and ensuring they are working effectively at the front desk Meeting, greeting, assisting and inspiring all Showb members and guests by providing exceptional customer service Processing new memberships, membership cards, and member photos on the member database system Handling phone enquires, transferring calls, and taking messages Managing members feedback and complaints in a timely and professional manner Assisting Customer Service Manager and all other club departments in implementing and running systems and procedures as required Faxing, photocopying, and filing on a daily basis Performance Management Plan Name/Position: Receptionist Manager: Customer Service Manager Review Period: April to Aug 2012 Reference from Operational Plan Key Result Area Indicator of Success/Performance By When Status Report Member retention No complaints from members Handling all prospective members in a professional manner Aug Has gained some professional experience Online access system and Muhaseb accounting package Be able to use the new systems Attending all training sessions and meetings Aug Missed some training sessions Member retention Members and employees are comfortable working with you Demonstrating a positive and a friendly attitude at all times May Improved her attitude Manager’s Comments The current results are encouraging but you need to pull up your socks Signature Date Staff Member’s Comments Am sorry for not attending all the meetings and I am trying all my best to meet my KPIs Signature Date The reasons why my worker is not achieving their KPIs are: High levels of absenteeism at training sessions and performance team meetings Poor communication skills which are affecting the way she is handling customers. Most of the customers think she is rude which is attributed to her poor communication skills Having a negative attitude towards the clients all the time Task 2 The operation of this organization is wanting since the top officials are neglecting some of the issues which they are supposed to carry out. In particular, managers and supervisors are not carrying out their duties in the right manner. It is their responsibilities to make sure that performance reviews and development plans are carried out as well as ensuring there is a signed agreement between the employee and the employer. The company policy did not have any formal way of dealing with employees’ issues and managers are taking everything into their hands without involving the affected employees. For instance, there was no prior meeting between Sam and the management before the agreement to dismiss her was reached. If the top management was meeting the employees to resolve their misconduct issues, then Sam could not have filled a case against the company because a formal disciplinary process would have been followed that would have provided the company with enough evidence in case she decides to counter their decision through a court case. The main risks identified in this case include lack of awareness of AIRC, the organization does not follow any termination or disciplinary process, the company does not keep records of written or recorded warnings in its HR information system, there are no training or development plans put in place, lack of awareness of legislation, lack of discussion or meeting notes, and failure to consult Senior manager or HR personnel in good time. Solution to the identified risks include documenting written and verbal warnings, coaching sessions and meetings with the HR department, providing documentation of training plans, access to relevant policies and procedures, access to relevant legislation and awards, and knowing when to involve a senior manager or HR official to help in solving a particular situation. If every step was carried in a formal manner, the company executives would have been in a position to produce critical evidence such as warning documents, meeting and performance reviews documents, among others which would have prevented the court from ruling in favor of Sam. To avoid all this havoc occurring again, the organization should be conducting performance reviews of all staff in cases of poor performance and misconduct, and the outcome documents should be well maintained. Disciplinary hearings to resolve any dispute in the workplace should be carried out in a formal manner and the outcome documents should be maintained to avoid their decisions of being compromised by Australian Industrial Relations Commission (AIRC) decisions. The main reasons as to why the organization lost the case include the following: the organization does not have a formal disciplinary process to deal with employees’ misconduct issues; the organization had not kept any recorded or written evidence to support their claims; Sam seemed to be aware of the organization negligence and supported her claims with a medical certificate; the HR department did not follow up Sam’s claims when it received the medical certificate; Sam was not formally suspended to pave the way for an investigation; Sam’s former and the current managers had not documented any written warnings in Sam’s file; and there was no formal disciplinary hearings that had taken place prior to Sam’s dismissal. As a result of these reasons, there was no way the organization could claim the dismissal was not unfair, unjust and unreasonable. These reasons do not mean that Sam had nothing to answer; the main problem was that the organization management practices are poor, leading to such an outcome. There were some misconduct issues in this case, but the AIRC carried its mandate in the right manner. Sam, her former and current managers, and the Supervisor had misconduct issues. Sam’s misconduct issues are failure to meet a couple of deadlines without giving an explanation, not reporting back to the office, and failing to meet the required standards after coaching and monitoring was initiated. A serious misconduct for her is physically striking the Manager, and obtaining a medical leave after the incidence. Her rush to obtain a medical leave after this incident reveal that she had already planned about it, and was aware that the company management has no formal disciplinary process and neither do their keep written or recorded documents concerning their employees conduct. With all this information at hand, she knew it would be easy for her to escape any punishment through the medical certificate she obtained. AIRC played its role to defend her since it is their mandate to ensure that employers have used fair procedure to dismiss an employee, the employee in question has been notified of that reason prior to the dismissal and given an opportunity to respond to respond to reason related to the conduct[FWA12]. Since AIRC found that the organization had not followed a fair produce, they could only rule in favor of her. Her managers also had misconduct issues since they had not conducted any performance reviews or recorded any information concerning her performance in the organization. The supervisor also did not conduct himself in the right manner when he received Sam’s misconduct issues. He should have initiated an investigation and may be suspending her rather rushing to a concluding that she should be fired. Sam’s case should have been solved very easily through the necessitation of the supervisor who could have initiated an investigation to verify whether the claims were justified. After a thorough investigation or during the investigation, the supervisor could have used the organization internal policies and procedures to issue suspension, warning or even dismissal. However, this did not happen, making the issue more complicated. Some of the policies and procedures that an organization need to implement to avoid such a situation occurring include conducting performance reviews after three months, departmental meetings so as to understand problems experienced by the staffs, and formulating a formal disciplinary process that will ensure that disciplinary hearings and terminations are conducted in a fair and just manner. Documents that need to be developed by an organization to evidence it has implemented a way of helping nonperforming employees include coaching notes, performance management plan, job description, and code of conduct[Min101]. The steps for performance reviews process and disciplinary hearing process should be as follows: Identifying the misconduct Initiating an investigation to the identified misconduct issue Suspending the employees as the matter is being investigated according to the organization policies and procedures Discussing the investigation outcomes with senior managers or HR official Applying a disciplinary action and monitoring the changes over a specified timeline Regular reviews should be carried out If there is no improvement after 3 written warnings, termination is necessary Conduct termination hearing Document termination hearing outcomes Reference List Pri10: , (PricewaterhouseCoopers, 2010), FWA12: , (FWA, 2012), Min101: , (Mind Tools Ltd, 2010), Read More