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Management Level 3
Manage Team Performance
Benchmarks and quality management
What is benchmarking?
Benchmarking identifies the best way to produce the best service provision or product.
The aim is for the organisation is to adopt the best practice and thereby improve its:
 efficiency
 effectiveness
 quality of products
 quality of service delivery
 or all of the above.
Why benchmark?
Benchmarking within customer services allows organisations to compare their performance with
another organisation, identify the differences and then adapt their delivery to improve.
Benchmarking within customer services consists of four steps:
1. Obtain a detailed understanding of existing customer service delivery.
2. Analyse the customer service processes of others.
3. Compare the different models.
4. Implement the steps necessary to close any gaps.
Principles of total quality management
There are three basic principles to total quality management:
 Focus on the customer.
 Understand the process.
 All employees committed to quality and excellence
Focus on the customer
 Identify the customers, both internal and external, needs and expectations.
 Set the performance standards of your customer service delivery to meet these needs and
Understand the process
 The process of delivering good customer service must be understood by all.
 Commitment to continuously improve is required from all within the organisation.
All employees are committed to excellence and quality
 Employees are committed to a culture of quality.
 Communication and team work is effective.
 Skills are developed.
Quality management techniques
 Performance Measures and standards
 Benchmarking
 Process analysis and re-engineering
 Continuous improvement
 Employee involvement
 People development
Amending priorities and plans
 Authority
 Influencing skills
 Policies
 Finance
 Team members
 Benchmarking
 Total quality management
 Quality management techniques
 Amending priorities and plans
Allocating and assuring work
What are strengths, competences and expertise?
 Communication skills
 Empathy
 Patience
 Respectful
 Proactive
 Product knowledge
 Persuasive skills
 Time management
 Language skills
 Self-manage
Experience, interests and motivation
Team leaders must understand what interests and motivates their team members, they should also
know their team’s experiences.
Place team members in a task that interest them.
What motivates your team members?
What experience do your team members have?
Factors that affect a team’s performance
The following factors will affect a team’s overall performance to complete tasks.
 Clarity of the objective
 Work allocation
 Team dynamics
 Self-management
 Quality of leadership
 Skill levels
 Systems and resources available
Work allocation
The following must be considered when allocating work to team members:
 The experience and ability of the team member.
 The motivation and personal interest a team member has.
 The availability of team members.
 Other considerations are:
 Staff development.
 Types of work.
 When allocating any work team leaders must:
 give clear instructions on how the work is to be completed
 specify any quality/quantity targets to the team members
 provide a timescale for completion of the task.
Monitoring performance
The monitoring of performance is vital if continuous improvement in any organisation is to be
achieved. Monitoring performance can be achieved through:
 reviewing correspondence
 observation sales figures
 mystery shoppers
 feedback
 appraisals
 benchmarking.
 Strengths, competences and expertise
 Experience, interests and motivation
 Factors that affect a team’s performance
 Work allocation
 Monitoring performance
Priorities and system changes
Monitoring team performance will identify areas for improvement of the delivery of customer
service. Alternative approaches may be required to the system or process being used, this can be
achieved through changing:
 task method
 work allocation
 timescales
 access and use of equipment or supplies
 training.
Task method
When team members are allocated any work they must also be given the method on how they are
going to complete the task. This statement should be written. A task method will take into account:
 H&S – risk assessment
 organisational policies and procedures.
Work allocation
It is the team leader’s responsibility to allocate the right person to the right work. Consideration
needs to be given to the strengths, competences and expertise of team members. The following four
step method will support this:
 Breakdown
 Analyse
 List
 Match
 Changing the timescales of any system or process may improve the overall effect.
 Allowing team members more time to interact with customers may improve the relationship
and customer satisfaction.
Access or use of equipment or supplies
Changing the access to equipment or supplies may support improvements in the customer service
delivery by a team.
 The delivery of training to any team may affect the way they carry out any given task.
 Training is provided to team members to update their skills, comply with legislation and
improve a system or process.
Team improvement technique
Team leaders should include ALL of their team when applying a simple improvement technique to:
 Identify the nature of the problem.
 Gather information on the causes and solutions.
 Decide on a suitable cause of action.
 Plan and implement a solution.
 Monitor.
Forming, storming, norming & performing
Dr Bruce Tuckman published a team development model in 1965:
 Forming
 Storming
 Norming
 Performing
Dr Tuckman refined his theory in 1975 and added:
 Adjourning
 Monitoring
 Task method
 Work allocation – BALM
 Timescales
 Equipment and supplies
 Training
 Team improvement technique
Team communications
Communication – Why?
Communication to employees is vital to any organisation or team for effective team performance
Communication with employees will:
 gain commitment
 empower
 team work
 coaching and mentoring
 improve motivation and team skills
 leadership.
Communication techniques
Organisations will use different communication techniques with their employees, this will be
dependent on different factors:
 Locations – the geographic spread of the employees
 Complexity of information
 Organisational practice
 Feedback
Effective communication
For communication to be affective it must be:
 Given at the right time
 Clear and specific
 In a language that can be understood by the receiver
 Overcome barriers
Effective communication is confirmed by the recipients providing feedback that the information
provided was understood.
SMART objectives
When communicating any objectives they must be:
 Specific
 Measurable
 Achievable
 Relevant
 Time-bound
Types of communication
Organisations will use different types of communication to inform their employees:
 Team meetings
 Individual interviews
 Posters
 Written contracts
 Written policies
 Risk assessments
 Safe system of work
Lines of communication
Lines of communication are employed:
 for an effective internal communication
 for employees to understand who they need to speak to
 to prevent managers from being inundated with information.
Support and feedback
Supporting the team
Team leaders must understand the need to support team members when they require it: This
support can be achieved through:
 coaching
 mentoring.
 Coaching is not about providing advice or the solution to any given issue.
 Coaching is about supporting team members to find their own solutions.
 Coaching is normally short term.
 Focuses in a specific target or goal.
Mentoring can be defined as the passing of information and skills from an experienced team
member to an inexperienced team member. Mentoring is a long-term partnership. Providing
inexperienced team members with knowledge and experiences of the mentor.
Coaching and mentoring
During any coaching or mentoring team leaders must listen to their teams and identify the team’s
needs. In coaching, mentoring and listening to the teams needs the team leader is also looking to
improve the dynamics of the team for the future.
Providing feedback to team members on their performance and progress is essential if the team is to
improve the quality of their work/output. Feedback can be given using:
 performance data
 one-to-one interviews
 team feedback.
Feedback that is given to team members must be:
 objective
 factual
 timely.
Effectiveness of team communications
Team leaders need to review the effectiveness of their team’s communications. To achieve this in an
objective manner the following should be included in the review:
 team members
 line management.
Communications review
Any review should be structured around the criteria required for good team communications:
 policies
 individual and team objectives
 communication principles
 feedback
 supporting team members.
Refresher Points
Benchmarking and quality management
 Benchmarking
 Total quality management
 Quality management techniques
 Amending priorities and plans
Allocating and assuring work
 Strengths, competences and expertise
 Experience, interests and motivation
 Factors that affect a team’s performance
 Work allocation
 Monitoring performance
Priorities and system change
 Monitoring
 Task method
 Work allocation – BALM
 Timescales
 Equipment and supplies
 Training
 Team improvement technique
Team communications
 Why communicate
 Effective communication
 Feedback
 Types of communication
 Lines of communication
Manage Team Performance
Manage Team Performance
An Example of a Functional CV
An Example of a Functional CV