Managing People for Performance
This course takes a fresh approach to achieving performance beyond expectations. The traditional emphasis on annual performance 'appraisal' is departed and greater focus is placed on an ongoing organisational performance 'management' system. The course is supported by case studies and the practical application of tested tools and techniques. It will enable participants to develop a personal coaching effectiveness profile, and produce a personal action plan for enhanced performance management of employees.
Designed for
Managers who wish to motivate, develop, and maximise the performance of their teams and individuals.
Course content
The role of the manager
Many
managers err in not seeing themselves as active players in
high-performance teams. In fact, teams should be owned by all their
members, including the manager who then plays key role in setting the
climate for the development of teams. This key role, covered in this
section of the course, includes communicating effectively, sharing
information and recognising the performance of individuals in the team.
Managing performance
Managing
the performance of the team and its individuals is often the aspect of
management that is the most intangible, and can make or break your own
performance as a manager. It is the function that also, when handled
well, indicates management excellence. Here, the five areas of
Performance Management are defined, including strategies to maximise
your success in all of them.
Effective performance appraisals
Effective
performance appraisal systems contain two basic systems operating in
conjunction: an evaluation system and a feedback system. The main aim
of the evaluation system is to identify the performance gap (if any),
which is the shortfall that occurs when performance does not meet the
KPIs or acceptable standards set by the organisation. The main aim of
the feedback system is to inform the employee about the quality of his
or her performance. Managers should also take this opportunity to
receive feedback from the employee about issues or problems that they
experience. This section covers the effective appraisal systems
in-depth, as both a crucial monitoring and information-sharing tool.
Managing the performance of the under achiever
Most
people want to succeed and perform in all aspects of their role. The
key to managing underachievers is to recognise factors contributing to
their performance - both personal factors and organisational ones. This
section provides a holistic view of low performance in the workplace,
including how to approach underachievers, and how to learn as an
organisation from low performance teams or individuals.
Counselling styles and skills
Without
strong interpersonal skills, you may find it difficult to manage the
performance of your staff. In fact, the problem-solving skills required
for successful performance appraisal interviews are similar to those
required by professional counsellors. This section provides you with
the skills to be able to establish a rapport with staff so that they
see you as an ally rather than the enemy.
Learning outcomes
- Understand the need for effective performance standards
- Distinguish between behavioural and results-focused objectives
- Develop and use a performance management process incorporating performance reviews
- Use effective techniques for gaining agreement on performance improvement options
- Understand the need for follow-up on performance improvement strategies
- Demonstrate performance management skills in a range of situations