Performance Management
Pre-course activity
In order to focus on your development needs, you will be asked to think about the way appraisals and performance is currently handled in your workplace, what you like and dislike and specific situations you would like to discuss on the training course.
The Value of Performance Management
- Defining performance management - what it is and the why it matters
- The benefits of effective performance management to the individual and the organisation
- Looking at common reasons for underperforming and communicating objectives
- Exploring your role as a performance manager and coach – how to get the best from others
- Setting Clear Expectations and Objectives
- Creating and communicating performance standards - ensuring the expectations are clear
- Explaining and aligning the cascade of objectives throughout the business
- Setting SMART individual and team objectives
- Defining and agreeing standards of behavioural performance - not just 'what staff do' but 'how' they go about it
Managing and Motivating for Individual Performance
- Practical approaches for managing the differing performance types ie the peak performer, the developer, the new learner and the poor performer
- Identifying your personal leadership and coaching style
- Flexing your personal leadership style to get the most from the individual performer
- The link between motivation and performance
- Practical tips to motivate and increase performance in others - meeting the needs of the individual
Improving and Developing Performance
- What to do when the performance plan doesn’t work
- How to pinpoint areas for learning and encourage others to take ownership of their own development
- Creating and implementing opportunities for learning based on personal styles, eg courses, mentoring, e-learning, books
- Praising and celebrating good performance in a safe environment
- The Performance Coach – spotting opportunities and keeping it informal and positive
- Reviewing Performance – the tools that make it work!
- Monitoring and evaluating performance – suggested paperwork and measures
- Gathering performance data and evidence
- Reviewing performance versus objectives and competencies
- Providing clear and motivational feedback on a regular basis to improve individuals’ daily performance
- Encouraging self-appraisal and review
- Communicating clearly - structuring review meetings
Managing Under Performers
- Identifying what constitutes poor performance
- Challenge behaviours and remain assertive, calm and approachable
- Offer constructive and timely feedback to improve performance
- Handling difficult people in a fair and confident manner – encouraging them to find solutions and take ownership
Personal Development
- Formulating an action plan
