The report will discuss the importance of the strategic and operational plans along with individuals’ plans in team. The report will also discuss the reallocation of work among the employees. Key performance area and indicators will be determined for organization. Addition to it, report will identify the feedback methods and use them to encourage the employees to enhance the performance. The report will suggest the employee development plan for performance and evaluate the performance plan. In case the employees do not react well with improvement, the procedure of cessation will be discussed with integration of legal framework.


1.1    The importance of understanding the relationship among strategic, operational, team and individual plans

The employees need to know the strategic plan of the organization because strategic EMPLOYEE DEVELOPMENT ASSIGNMENT HELPplans are required to achieve the long term objectives. The strategic plans should be clear in employees so that they can contribute and work according to plan. The knowledge of long term goals in organization is required to prepare the employees to meet the demands with proper training and development. Strategic plans of the organization are required to integrate them into operational plans so that objectives can be achieved. Operational plans are the time line basis and manageable segments of the strategic plans. The operational activities of the organization must be linked and directed towards the strategic plans. Individual and team plans are should be known to every team member so that collaboratively they can perform their best to achieve the common objective (Fullan, 2014). Knowledge of team plans helps individual to work according to desired functions and quality in task.

1.2    Re-allocation of the work in various team members

The re-allocation of the work to various team members may be required due to addition of the members or to make the use of resources more effectively than the previous allocation. The allocation of work requires the consideration of five things:

  • The role of employee: It is necessary to determine the role of team members in present allocation so that their capabilities and responsibilities can be analyzed. It is also required to identify the duplicate roles and use of resources.
  • The work analyze: the work need to be accomplished with team member should be analyzed. It will help to identify the requirements of team members.
  • Employee evaluation: It needs to know the strengths and weaknesses of members so that productivity can be enhanced with re-allocation of work.
  • Motivation: Employees can be motivated to enhance their responsibility and skills in favor of the new distribution. It should be according to existing role of member in team (Mortensen, 2011).
  • Review: The work distribution and role management needs to be reviewed to make all possible changes.


2.1 Key result areas

Key result area defines the operational activities from which the outcome and return can be generated with the role of member. Key result area (KRA) is useful to clarify the role and goals in organization. It helps to align the strategies for the major activities in job and keep it centric to objective rather than the activities. If the team members are not aware with the KRA, they will perform their routine task and will never be creative and productive in their work. Most of the effective outcome is generated with the performance in KRA so that diversion from the KRA may reduce the performance of the member.  KRA are written using SMART principles as it is required to be in measureable and realistic manner to achieve high performance (Parmenter, 2015). SMART principles help to design the KRA with high throughput with reduced effort to accomplish them.

2.2 Develop one Key Performance Indicators

KPI is used to identify the success factors of the business. KPI is termed as a business metric to know the factors those are responsible to enhance the productivity in KRA. KPI can be used to enhance the KRA of development and support to peoples in business. The entire work can be distributed among the employees so that their skills and role can be used in effective manner to deliver the results in time. KPI can be used to monitor the development and support among employees. For customer satisfaction, it is necessary to modify the work pattern so that productivity can be enhanced and customers can be handled properly. The time based approach can be used to serve the customers within time. The employees can be aware with the objectives of the organization and encouraged to assist the management and coworker with innovative work patterns and suggestions of resource management (Alwaer and Clements-Croome, 2010). In this manner, KPI can be used with SMART principles to smooth the business along with accomplishment of objectives in effective manner.


3.1 Informal and formal feedback methods

The following feedback methods can be used to enhance the performance of the team members:

  • Daily encouragement to team members for their work and performance.
  • Customers’ reports and complaints for the work and quality of the employee in services.
  • Recognition from the management to appraise the members for their dedication and performance in work.
  • Also the responsibilities and role of the members can be improved.

Addition to it, formal methods are used to feedback the customer directly. Normally formal feedback is used to direct the team towards objectives:

Meeting: the one to one meeting and departmental meetings can be used to enhance the team performance. It is also the best method to resolve the issues of team. Meetings help to deliver the guidelines to most of team member in direct manner.

Status reports: Each employee can be feedback for the work according to the project completion and quality status (Pitkänen and Lukka, 2011). It may be person to person or directed towards the set of team members those are liable for the work.

3.2 appraisal of performance

Formal appraisal is required to employees to encourage their performance and productivity in workplace. As the formal method, they can be rewarded and gifted for their enhanced performance. Management also can offer incentives and benefits for the employees for their performance. Addition to it, manager can send the selected employees into training and development program to solve their issues in work. The culture can be made competition directed to enhance the performance. Motivate speech to employee, recognition of work and offer of more responsibility and benefits are formal appraisal methods. The performance of team member can be enhanced with the self motivation. The self appraisal helps employees to evaluate their work according to assets and time given to them. The self appraisal is comparison of the performance by the employees on the previous work (Brown.et.al.2010). With the help of self appraisal, organization motivates the employees to enhance their capabilities on per day basis work.

3.3 Reward and recognition of employee performance

The individual’s performance needs to be recognized and promoted so that competitive and transparent culture can be defined in organization. For the recognition, organization may use management by objective (MBO) method in which management is liable to make decision on the quality and work of the performance by considering the organizational objectives. The capability of individual to handle the objectives is analyzed to provide appraisals. Organization also may use 360 degree feedback to recognize the employee behavior, schedule, disciplines and quality in work. It is more transparent and trustworthy system to measure the performance of employees. Reward system can be given in the direct pay or in bonus. The excellent performance of the individual can be praised with intensives and direct amount of appraisal. Also the organization may use extra benefits like tours, leaves, discounts and insurance to encourage the performance of individual. For that 360 degree feedback is effective choice for management to determine the performance of individual in workplace (Danish and Usman, 2010).

3.4 On-Job coaching

On-job coaching means to offer the training and guidance during the practical working in workplace. The on-job coaching is simple and effective as individual get the chance to work in the real environment. In this manner, the training is effective to learn from the practical lessons and visuals in workplace. The individual gets the opportunities to work on real systems. It is economic for the organization to train the employees. On-job coaching provides the facility to analyze the capabilities of employee in real time. But on-job coaching to employees may disturb the workplace operations and generate less productivity in initial stage. Also the organization may not have the effective leader to accomplish the on-job training. The lack of resources and possibility of accidental loss from employee may affect the business process and return from the training. There is always a rush among the leaders to train the employees and it will draw an impact on the performance of the existing employees in workplace (Tims.et.al.2013). However, organizations need to determine their skill sets and resources to organize the on-job training.

Figure 1: On-Job Training

(Source: On-Job Training, 2016)


4.1 Development of plan to enhance the performance

In order to enhance the performance of the employees those are not performing well and facing the difficulties to meet deadlines, it is necessary to analyze their working pattern and practices. The study of their practices and methods to accomplish the work will identify the issues. Employees can be trained personally or in group to resolve their issues. The leader may encourage them to answer their queries and problems regarding the work. The implication of the standard practices can be analyzed and introduced to employee to help them to meet the deadlines. The work on individual can be segmented according to total available hours and load so that they can evaluate the self performance. Addition to it, on-job training is effective choice to enhance the performance of the employees. The individual’s approach to handle the task can be standardized to meet the deadlines. Addition to it, plan includes the regular monitoring of the performance along with encouragement to them. Employee can be trained to schedule the entire task into manageable objects so that deadlines can be met (Armstrong and Taylor, 2014).

4.2 Effectiveness of the plan

            In order to monitor the effectiveness of the plan, the management can organize the weekly or monthly sessions with employees to observe their work and to listen from them regarding the adding of functionality in their work. It will also help to identify the issues along with prospective of employees towards the plan. The employees will be encouraged to record their daily task and to measure their work quality in comparison of previous day work. The monthly report on each day will be prepared in graphical manner so that employee behavior and performance can be analyzed. The daily work performance can also be measured according to goals set by the management. The issues can be noted and treated with the different approaches and employee can be analyzed with enhancement in work. Addition to statics and reports, the employee will be encouraged to provide the feedback about the approach so that individual’s suggestion can be used to make the plan according to them (Zheng.et.al.2010).

4.3 Actions in failure of plan

            It is possible that the plan of performance improvement may not work on all the employees. In such cases, the organization may take the decision of alternative methods to enhance the performance. The employees with degraded performance can be trained and developed under the supervision of another leader because everyone has different skills to present the information. Also the method can be changed to its alternative method and employee’ performance can be evaluated with new method of training. If the theoretical and class room basis plan of performance enhancement fails, the organization may observe the employee work in real time and suggest them to overcome the mistakes. The on-job and under governance training may enhance the performance as leader will suggest the right approach to accomplish the work (Hameed and Waheed, 2011). If all the approach fails, organization has right to cease the employee from the role in workplace.


5.1 employee cessation

The continuous disappointment of the employees in performance and work quality may drive the management team to take the decision of cessation. The employee may be terminated for the performance degradation but it needs to be according to organizational policies and procedures. The organization also needs to provide the legal reason along with statics of performance to cease the employee. Legal framework enforces to make the decision without any discrimination with employee. Addition to it, management needs to follow the procedure handle dues and dismissal of employees. Following process can used to accomplish the termination of employee:

  • Inform the employee about the cessation from the specific date and due to specific reasons.
  • Prepare the list of assets to be taken from the employees those are issued at the time of employment.
  • Complete the legal formalities for avoid of any future conflicts.
  • Return of due amount and documents to employee and close the employment contract (Commisso and Finkelstein, 2012).
  • Provide the certificate for the job and experience in workplace (If applicable).


The report has been discusses the importance of relationship among various operational and strategic plans with team member. It also has been discussed the reallocation of work. The role and impact of KRA and KPI are discussed and various methods have been determined to enhance the performance of the employee. Addition to it, the plan of employee performance development has been evaluated along with the study of cessation process if employee is not performing well after a lot of effort.


Books and Journals

Alwaer, H. and Clements-Croome, D.J., 2010. Key performance indicators (KPIs) and priority setting in using the multi-attribute approach for assessing sustainable intelligent buildings. Building and Environment45(4), pp.799-807.

Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Brown, M., Hyatt, D. and Benson, J., 2010. Consequences of the performance appraisal experience. Personnel Review39(3), pp.375-396.

Commisso, M. and Finkelstein, L., 2012. Physical attractiveness bias in employee termination. Journal of Applied Social Psychology42(12), pp.2968-2987.

Danish, R.Q. and Usman, A., 2010. Impact of reward and recognition on job satisfaction and motivation: An empirical study from Pakistan. International journal of business and management5(2), p.159.

Fullan, M., 2014. Leading in a culture of change personal action guide and workbook. John Wiley & Sons.

Hameed, A. and Waheed, A., 2011. Employee development and its affect on employee performance a conceptual framework. International journal of business and social science2(13).

Mortensen, M., 2011. From teams to recombinant collaboration: Understanding the evolution of organizational work.

Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.

Pitkänen, H. and Lukka, K., 2011. Three dimensions of formal and informal feedback in management accounting. Management Accounting Research22(2), pp.125-137.

Tims, M., Bakker, A.B. and Derks, D., 2013. The impact of job crafting on job demands, job resources, and well-being. Journal of occupational health psychology18(2), p.230.

Zheng, W., Yang, B. and McLean, G.N., 2010. Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research63(7), pp.763-771.

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