Roles and Workload of an Operations Executive

Your task is to choose 1 person who could be employed by your company and complete the following:

1.Allocate their work load and tasks (please discuss their roles and their performance measures for at least 3 tasks).

2.Then you are to discuss how you would assess their performance for each of the listed tasks and discuss the measures used to assess.

3.Then you are to discuss how you would manage follow up discussing all aspects from developing a performance improvement plan to termination.

According to Goetsch and Davis (2014), people management is a soft leadership skill which is used in an organization to directly enhance the productivity. Wiig (2012) furthermore stated that people management also directly influences staff morale and motivation and is mostly used during the change management or the periods of transitions.  However, some of the management people believe that managing good people equally resembles knowing about the human nature. Drucker (2013) thus stated that in order to develop the performance of individuals in a company, it is important to highlight their strengths and encourage them to enhance their downturns to become a great performer.

In this assessment, a person for the role of operations executive will be considered. An operation executive is selected as they play a significant role in maintaining the organizational facilities including creating new workplace policies, enhancing financial objectives and negotiating new contracts with shareholders and other companies (Miles 2012). The discussion is also followed by the list of workloads and task allocated to the person followed by discussing process to assess their performance. Lastly, the approach to manage the operations executive will be presented in details along with a detailed performance improvement plan till their termination.

Roles and their performance measures

Role of the operation executive is to understand the organizational requirement and then communicate with the management people for developing strategic operation goals. Another important role of an operation executive is to manage organization’s fiscal operations, monitor facility conditions of the company, suggest approaches that can enhance workplace productivity, monitoring performance metrics and occupant satisfaction.

Thus, in terms of communicating with the higher management, an operation executive has to discuss the about the process to grow shareholder value, diversify and marinating growth of revenue stream. This can be done by scheduling regular meetings based on the objectives of the company. Alexander (2013) furthermore depicted that in case of monitoring facility conditions of the company, the operations executive also has to ensure the number of resources required in a particular department and then make a note whether or not sufficient resources have been allocated. The operations executive also has to prepare a report of the resources and the reason of allocation to the management people (Langston and Lauge-Kristensen 2013). Lastly, in terms of enhancing workplace enhancement and productivity, the operations executive management should communicate with all the employees in order to know the required things and their perception of improvements within the organization. The executive also need to identify any disputes in the workplace and develop suggestion for the policies in order to overcome the adversity. The operations executive should also report about the cases of discriminations, rivalry and misconducts to the higher management (Kerzner 2017).

Assessing Performance of an Operations Executive

Process to assess the performance for each of the listed performance

Mone and London (2018) stated that in order to assess the performance of the employees, an organization need to design performance process and evaluate the process outcome with that of the organizational policies. Marr and Gray (2012) furthermore depicts that the main reason for assessing the performance is to improve the communication skills, enhance the potential of employee to motivate themselves and others and incorporate continuous improvement.   

Communicating with the higher management-

In order to assess the communication skills, the speaking power of the person during presentation sessions need to be assessed (Den Hartog et al. 2013). Moreover, the non-verbal skills also need to be evaluated in order to assess the communication skills. In this situation, if the operations executive failed to express their thoughts to the management or their physical gesture is too stiff or friendly, it must be considered that the selected person is not confident or know the workplace etiquettes respectively. Thus, the rating system is suitable for evaluating the performance of the executive. The management can segregate the rating system based on the verbal presentations, body language and convincing knowledge regarding the main agenda of the presentation.

Monitoring facility conditions of the company- In this case, the performance of the executive can measured through the response from the other employee of the department. Alexander (2013) stated that the required resources to all the departments should be managed by the concerned executive. Thus, any negative feedback from the employees diminished the performance of the executive. Therefore, internal employee survey can be a performance assessment tools to measures whether or not the operations executive is compatible for the designated role.

Enhancing workplace enhancement and productivity- Drucker (2013) stated that if an operations executive is accomplishing their roles and responsibility with proficiency, it can be said that the operations executive is performing well. The performance can be measured through the rate of employee retention and less number of people opted for training needs. Mone and London (2018) also stated that greater financial benefits are also a performance assessment tool to measure that the operations executive is performing well.  The rate of high innovative suggestion from departments is also a measuring unit for assessing the performance of the executive.

Managing follow up and performance improvement plan to termination

As discussed in earlier the primary job role that an operation executive has to maintain include maintaining effective communication with the upper management regarding the progress of business. The operation executive is liable for maintaining an update on organizational productivity along with the monitoring performance metrics. Finally, the person has to monitor the facility conditions of the company as well. Proper facility of an organization is highly important in drawing the employee’s attention and fulfilling their needs and demands. Managing follow up is the overarching concept of getting a constant update whether the operation executive is successfully able to executive the job role or not.

Managing Follow-up and Improvement Plans

Goetsch and Davis (2014) opined that the managing and following criteria should meet some of the major areas based on which the business leader would be able to understand the performance growth of newly appointed operation executive. The criteria includes motivating team members for giving productivity, maintaining proper communication with the team members in order to know their problems and challenges at the workplace, prioritizing the needs and demands of the employees on the work floor. However, after evaluating the following up the performance growth the leader should identify the areas where operation executive needs to put more effort for self-improvement.

Performance improvement plan enables an individual to enhance professional skills and competency.  As emphasized Kaviani et al., (2014) Organizational leaders after identifying the areas of improvement tend to make an effective plan based on which the operation executive get the scope of performance enhancement. Monitoring and coaching individual with poor performance is one of the most effective ways of performance improvement. If the operation executives after being associated with the operation process fail to handle the entire business flow the leaders can identify this problem and recommend the person for attending a training and development session for enhancing professional skills and competency.

In addition, the organization can provide sufficient support services and equipments so that the operation executive does not have to face challenges in providing good services. Sometimes it is observed that organization fails to provide updated technological equipments for maintaining proper database. In this kind of situation, the operation executive has to face immense challenges for maintaining proper flow of performance. Therefore, in order to improve the performance level, the organization has to deliver sufficient equipments as well as effective services. Lines (2015) emphasized that the most significant ways of improving performance level is to provide rewards and recognitions for appreciating the effort of operation executives towards services.

Termination is the way of dismissing an employee from the designated position. Termination is not the process of business sustainability. In addition, it hampers the organizational image and reputation. Hill, Jones and Schilling (2014) emphasized that the organization however decides to terminate an employee due to serious misconduct and repeated poor performance. After appointing an employee in the post of operation executive and providing effective training and development session the person sometimes fail to meet the expectation level of upper management. In this situation, the managerial department decides to terminate the employee from designated position. In addition, if an individual performer denies maintaining proper organizational behaviour, ethics and values, company decides to terminate the employee.

Conclusion

In this essay, the person to be recruited is considered is an operations executive and the main three functions of the person is considered to be communicating with the management people, monitoring facility conditions of the company and workplace productivity. It is also highlighted from the assessment is that the communication ability of the person is measured through the evaluation of the speaking power of the person during presentation sessions and non-verbal skills also need to be evaluated. Thus, in this case, the rating system is suitable for evaluating the performance. Moreover, the assessment of facility management is to assess the response from the other employee of the department. Thus, the internal employee response is helpful is assessing the performance of the executive. Lastly, it is also found that the performance of the operations executive in terms of enhancing workplace enhancement can be measured through the rate of employee retention and less number of people opted for training needs

Reference List:

Alexander, K. (2013). Facilities management: theory and practice. Routledge.

Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2013). HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of management, 39(6), 1637-1665.

Drucker, P. (2013). People and performance. Routledge.

Goetsch, D.L. & Davis, S.B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an integrated approach. Cengage Learning.

Kaviani, M., Abbasi, M., Yusefi, M., & Zareinejad, M. (2014). Prioritizing operation strategies of companies using fuzzy AHP and importance-performance matrix. Decision Science Letters, 3(3), 353-358.

Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.

Langston, C. & Lauge-Kristensen, R. (2013). Strategic management of built facilities. Routledge.

Lines, B. C., Sullivan, K. T., Smithwick, J. B., & Mischung, J. (2015). Overcoming resistance to change in engineering and construction: Change management factors for owner organizations. International Journal of Project Management, 33(5), 1170-1179.

Marr, B. & Gray, D., 2012. Strategic performance management. Routledge.

Miles, J.A. (2012). Management and organization theory: A Jossey-Bass reader (Vol. 9). John Wiley & Sons.

Mone, E.M. & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.

Wiig, K. (2012). People-focused knowledge management. Routledge