Role Play And Self Reflection Assignment Sample

Step 1: Before the discussion

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What were your employee's individual performance goals for this performance cycle and how well do you think they've performed against each of their goals?

Performance Goals	Target	Achieved
Increase sales target by 15%	£100,000	£118,000
Enhance product knowledge	Attend training	Completed
Improve time management skills	Meet deadlines	Progress made

Table 1: Performnce Goal

(Source: Self-developed)

Each objective and the target established for the performance cycle are included in this table. The "Achieved" column shows if the employee successfully attained the objective or took steps in that direction. The table gives a clear summary of the employee's objectives and associated results. Remember that the precise context and objectives established for the employee will determine the real aims and accomplishments.

What has your employee done well?

Increase sales target by 15%:

The worker has performed admirably in this regard. They demonstrated their commitment, outstanding sales skills, and capacity for productive client engagement by not only meeting but also outperforming the predetermined sales target by 18%. The team's overall success and income creation throughout this performance cycle were greatly influenced by this accomplishment.

Enhance product knowledge

The employee's dedication to improving their product expertise is clear from the fact that they attended the necessary training sessions with success. This proactive action demonstrates their readiness to put effort into self-improvement and enhance the effectiveness of their role. In their encounters with customers, they have shown that they have a greater awareness of our product offers, which has resulted in more insightful and worthwhile dialogues.

Improve time management skills

The individual has made observable development in the course of their management abilities. Although there is definitely space for improvement, it is clear that they are committed to completing projects on time. The employee's greater understanding of the value of prioritisation and efficient time management is a step in the right direction towards consistently meeting project deadlines going forward (Kalra et al. 2021).

What could your employee do better?

Although there has been improvement in time management abilities, further work on this area would be advantageous (Nahavandi, 2019). Encourage the use of tools that improve task and deadline management, the establishment of daily calendars, and the defining of clear priorities (Ahmetoglu et al. 2021). A stronger ability to communicate can improve interactions with coworkers, clients, and stakeholders (Kalogiannidis, 2020). Encourage the employee to improve their active listening skills, idea articulation, and ability to modify their communication style for various audiences.

Step 2: During the Discussion

How does your employee think they've performed against each of their goals?

HR Professional:

I believed that employees frequently evaluate their own performance by contrasting the actual results they achieved with the metrics and measurements that were related to the attainment of their goals.

Manager:

I believed that the employees could investigate any difficulties, setbacks, or unanticipated circumstances that may have had an effect on their advancement. Recommend to the employee training, workshops, courses, or mentorship programmes that can assist them in acquiring the skills and experiences necessary to achieve their objectives.

Employee:

I did not meet the requirement; in order to attain the goal, we may need to change our strategy or look for more support. Engage in career-related discussions with the management and HR personnel about our goals and desires. Consult with others about the best ways to achieve our objectives and the steps that should be taken.

Does your employee have any feedback or concerns?

HR Professional (HRP):

Before further discussion, employees, I would like to invite any comments or worries you might have regarding your work, your aspirations, or any other facets of your position. You have the chance to publicly express your ideas now.

Employee:

I'm grateful, [HRP]. I value the opportunity to offer some commentary. I have generally had good luck with this performance cycle. However, I would like to go into further detail about prospective chances for growth and development. I want to challenge myself by investigating leadership positions and taking on more difficult assignments.

Manager:

Employee, I appreciate you expressing your ideas. Your commitment to development and leadership is admirable. Your goals have my full support, and we will collaborate to find jobs and projects that will give you the difficulties you crave. We are aware of and grateful for your commitment to ongoing improvement.

Did you discuss the employee's career goals and future within your business?

HR Professional:

My responsibilities as an HR professional include fostering the professional development of staff members and ensuring that their goals are in line with those of the organisation. Provide the individual with information on potential career routes and possibilities that are in line with their aspirations, taking into account the structure of the organisation.

Manager:

I provide advice and direction on the various opportunities for career advancement that are available inside the organisation, such as lateral movements, promotions, and special initiatives. Work together with HR to devise a bespoke development strategy for you, covering areas such as education, the acquisition of new skills, and chances to gain experience in a variety of company functions.

Employee:

It is necessary for me to express both the short-term and the long-term objectives of my career. It is necessary for me to participate in educational workshops, do difficult projects, or pursue more education.

What individual performance goals have you and your employee agreed on for the next performance cycle?

HR Professional:

Setting specific personal performance goals that are in line with both your professional aspirations and the organization's objectives is crucial as we go into the next performance cycle. Let's start by talking about the objectives you hope to accomplish in the future cycle, Employee.

Employee:

After the course, [HRP]. My main objective for the upcoming performance cycle is to assume responsibility for at least one significant project. I would also like to strengthen my abilities for cross-functional cooperation by actively taking part in projects with other departments.

Manager:

You have my complete support, Employee. I am confident that you have what it takes to succeed in a leadership role, and I know that your dedication to working cross-departmentally will increase our team's efficiency.

Employee:

Thanks to you both. These objectives and the difficulties they'll present excite me. They should aid in both my own development and the success of the team as a whole, in my opinion.

What support have you agreed to provide to your employee to help them reach their goals?

HR Professional:

As an HR professional carry out a detailed analysis of the employee's abilities, interests, and goals in order to get a complete picture of them. Offer advice on the various possible career pathways available within the organisation.

Manager:

It is necessary for me to explain to the employee how their current position relates to their long-term objectives and to outline a distinct path for career advancement.

Employee:

I have to take actively seek out new learning opportunities, sign up for skill-building seminars, and advance my existing knowledge and abilities to reach the goal.

When will you next meet with the employee to review their performance?

HR Professional:

I am required to send out reminders to managers and staff in advance of the regularly scheduled review meetings in order to ensure that they are ready for the conversations that will take place.

Manager:

I have to give some thought to the possibility of scheduling casual check-ins in between formal review sessions in order to have a conversation with the employee about their success, difficulties, and revisions to their goals.

Employee:

I need to start a conversation with my manager about how often performance reviews will be done, and I need to make it clear what my preferences are based on the goals I have set for my professional growth.

What are the next steps?

For you:

If there are changes in the employee's job, projects, or circumstances that demand more regular check-ins, I need to be flexible in altering the calendar for review meetings so that I can accommodate those changes. Furthermore, depending on the regulations of the organisation, I have to evaluate performance may be carried out on a yearly, semi-annually, or quarterly basis, or they may be carried out whenever it is necessary for a particular project or milestone. Consequently, it is my obligation to plan frequent performance review sessions for both managers and staff, and to make certain that these meetings are synchronised with the organization's calendar for performance management.

For your employee:

It is extremely vital for employees to take into consideration the timing of significant projects, milestones, and role transitions when scheduling their performance review sessions. In addition, it is expected of workers they would work together with their supervisors to develop performance measures that are in line with the self-defined career goals that they have set for themselves and to track their progress towards achieving those goals. In addition, employees should actively seek out opportunities to demonstrate their capabilities and contributions, such as taking part in cross-functional initiatives or making presentations. These are two examples of such opportunities. When it comes to providing reliable feedback to employees in order to evaluate their performance, managers play a crucial role.

References

• Ahmetoglu, Y., Brumby, D. P., & Cox, A. L. (2021). To plan or not to plan? A mixed-methods diary study examining when, how and why knowledge work planning is inaccurate. Proceedings of the ACM on Human-Computer Interaction, 4(CSCW3), 1-20. https://dl.acm.org/doi/abs/10.1145/3432921
• Kalogiannidis, S. (2020). Impact of effective business communication on employee performance. European Journal of Business and Management Research, 5(6). https://www.ejbmr.org/index.php/ejbmr/article/view/631
• Kalra, A., Agnihotri, R., Talwar, S., Rostami, A., & Dwivedi, P. K. (2021). Effect of internal competitive work environment on working smart and emotional exhaustion: the moderating role of time management. Journal of Business & Industrial Marketing, 36(2), 269-280. https://www.emerald.com/insight/content/doi/10.1108/JBIM-02-2019-0094/full/html
• Nahavandi, S. (2019). Industry 5.0—A human-centric solution. Sustainability, 11(16), 4371. https://www.mdpi.com/2071-1050/11/16/4371