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Course Outline

 

UNDERSTANDING THE RATIONALE FOR PERFORMANCE MANAGEMENT

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  • Why performance management is one of the biggest challenges facing 21st century managers
  • Assessing the performance cultures
  • Understanding the role of performance management in gaining the competitive edge
  • Applying different performance standards and measures
  • Performance management vs disciplinary processes

PRACTICAL EXERCISE

THE IMPORTANCE OF PRE-EMPTING PERFORMANCE ISSUES

  • Observing early warning signs that performance issues need to be addressed
  • Do you have a performance management problem or an HR problem?
  • What pre-emptive actions do you have at your disposal as a manager?
  • How to assess the likely impact of the issue
  • Linking performance management challenges to the appraisal process
  • Why most managers bury their head in the sand rather than addressing performance issues at the early stages
  • How to approach the initial stages of a performance management problem

PRACTICAL EXERCISE:

DEALING WITH POOR PERFORMANCE

  • Understanding the usual root causes of poor performance
  • The importance of acting swiftly - damage limitation
  • Getting to the heart of the real problem
  • How deeply can you probe without compromising the rights of the employee?
  • What is perceived to be the problem is unlikely to be the real cause
  • Addressing a sudden drop in performance
  • Ensuring your practices are compliant with modern HR constraints
  • Presenting the business case for improvement
  • Critical assessment: how likely is it that the issue can be solved through a performance management process?
  • Assessing when it’s appropriate to involve HR in the process

PRACTICAL EXERCISE:

IMPLEMENTING A PERFORMANCE MANAGEMENT PROCESS

  • Preparing a case for performance management
  • How to communicate with the team or individual concerned
  • Preparing for the emotional impact
  • Ensuring you take the person out, but leave the problem in
  • How to diffuse emotionally charged scenarios
  • Preparing for a performance management meeting
  • Conducting a positive review when there is no improvement

PRACTICAL EXERCISE:

ESSENTIAL COMMUNICATION SKILLS

  • Set the rationale (business case) for the process being implemented
  • How to illicit detailed feedback
  • Present expectations, requirements, outcomes and objectives – explicitly
  • Check for shared understanding, compliance and commitment
  • Setting tangible, performance focused objectives
  • Managing time-scales, feedback and work-flows
  • Clarifying agreements and expectations from all parties

PRACTICAL EXERCISE:

MOTIVATION AND PERFORMANCE MANAGEMENT

  • Keeping them motivated during the performance management process
  • Striking the balance between fear and reward
  • Understanding motivational triggers
  • How to de-motivate in one easy lesson!
  • Empowering individuals through recognition, challenge, delegation and feeling valued
  • Using money as a motivational tool
  • Reviewing progress and rewarding successes

PRACTICAL EXERCISE:

APPLYING PERFORMANCE MANAGEMENT PRINCIPLES TO THE TEAM

  • Getting to grips with the performance differences between teams and individuals
  • Identifying the root causes of mediocre team performance
  • Identifying what changes can be made immediately
  • Implementing a team-wide performance management process
  • The importance of empowering and motivating teams through times of change and uncertainty
  • Differentiating between reward and motivation
  • Empowering individuals through effective delegation

PRACTICAL EXERCISE:

THE MANAGER'S ROLE IN MAINTAINING HIGH LEVELS OF PERFORMANCE

  • Why accepting personal responsibility and ownership for performance is a number one priority
  • Creating an environment where individuals and teams can thrive – what does the team need from you?
  • Are goals, objectives and requirements clearly communicated in your department?
  • Ensuring subordinates really understand what is expected of them
  • There are two options available to every manager when performance is an issue: take action, or not take action
  • Keeping cool under pressure – a practical approach

PRACTICAL EXERCISE:

TURNING GOOD PERFORMERS INTO GREAT PERFORMERS

  • Consistency in approach when reviewing team performance
  • Benchmarking core competencies and spotting potential
  • Taking developmental risks and follow-through in decision making
  • The manager as a coach in propelling performance to new heights
  • A model for coaching
  • Succession planning and staff retention factors

PRACTICAL EXERCISE:

TIME MANAGEMENT REVIEW

  • Reviewing the cyclical performance curve and the impact on key result areas.
  • Understanding why we can be subjective instead of objective with performance issues
  • Who are your A star performers and how do you value their contribution – what lessons can be learned?
  • Planning and prioritising your time between A, B and C star performers – what is your ratio calculation?
  • Identifying the hidden, silent superstars in your team and tapping into their potential
  • Who offers the best return on investment, and how do you apply your findings?

PRACTICAL EXERCISE:

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