Performance Management

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Performance Management

Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization.

More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals.

Performance management training can mean different things for different roles but always focuses on teaching delegates how to accomplish or facilitate work through others, and how to direct and develop their employees.

Excellent training also includes ongoing, two-way dialogue with your employees about expectations, priorities, and performance. It aims to develop your employees, ensure their success and maximize their contributions to the organization.

Our performance management courses cover practical techniques and processes for managing employee and team performance.

It looks at techniques that recognize and implement solutions to support long-term results.

We’ll help you learn how to manage awkward issues and conversations without postponing or sugar coating them.

And most importantly, we’ll help you develop the tools to create a culture of trust and high impact performance.

We take a realistic look at employee and staff Performance Management and Appraisal Interviews. What form should they take? 360 degree? How critical? How often? What training system works best?

In our experience, Performance and Appraisals tends to be one of those essentials in a company that’s often poorly handled or not at all.

Designing and defining the right performance system to support your organization’s goals and business objectives, and encourage the development of each employee are essential activities.

HR professionals know that individual performance management is an essential tool for improving organizational performance.

This is official HRCI course.

You might be interested in another HR Programs as a next step.

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  • View Schedule
  • COURSE TYPE Practitioner
  • DURATION 3 days


*Learn about the truths and myths concerning the “Death of Performance Appraisals” and discover the new trend of monthly milestones via MSCs rather than annual goals via KPIs

*Support business effectiveness by implementing a best practice performance management system and performance appraisal process

*Understand the three critical components of an effective performance management system – setting objectives, measuring competencies and planning development

*Increase overall business and individual employee performance by developing clear and SMART goals which communicate to your employees what is expected of them

*Use best practice to conduct appraisals and understand the advantages and disadvantages of appraising both goals and competencies

*Implement a pay-for-performance culture as a critical component of your HR strategy by aligning your performance appraisal system and rating scale with your annual pay reviews



At the end of the course, there will be a multiple-choice exam of straight-forward questions based upon the content covered during the session.

A pass mark of 50%, in addition to a perfect attendance record and active participation during the course sessions, is required to be awarded the Certificate of Completion from Strategic Axis.

This course is also approved for HRCI recertification credits.



Module 1: What Is Performance Management?

Purpose and importance

Typical annual performance management cycle

Guiding principles for the performance management process

Three critical components: objective setting, competencies, and development planning

Module 2: Creating A Performance Culture

Integrating performance management across the entire business

Performance management as part of a holistic HR strategy

Embedding a performance culture

Developing the skills of performance coaching

Setting standards and creating a feedback culture

Module 3: Performance Based On Objectives And Goals

The differences between duties, responsibilities, and accountabilities

What are KRAs (Key Results Areas)?

What is old-fashioned annual KPIs (Key Performance Indicators)?

What are new monthly milestones and MSCs (Must-Do, ShouldDo, Could-Do)?

Linking job descriptions to performance management and setting objectives

Linking responsibilities and accountabilities to KRAs and KPIs or MSCs

Setting SMART objectives for KPIs or MSCs

Monitoring and measuring objectives and goals

Module 4: Performance Based On Competencies And Behaviors

Understanding competence (and competences) and competency (and competencies)

What is competency and why use competencies in performance management?

Selecting competencies at the “company” and “job” level that support business goals

How many competencies are relevant and how to select the key competencies

The main stages of developing a “company competencies framework.”

Monitoring and measuring competencies and behaviours

Module 5: Performance Improvement By Development Planning

Using the performance management process to drive employee development

Development options

Typical formats for individual employee development plans

Role of HR in supporting development planning

Role of employee: individual responsibility and implementation

Module 6: Rating Scales In Performance Appraisals

Different types of rating scales (4 to 6 point systems)

Wording and language used in rating scales

The weighting of “objectives and goals” versus “competencies and behaviors.”

Forced distributions of ratings: advantages and disadvantages

A new approach of “Snap-Ratio” to avoid the Bell-Curve

Module 7: Appraisal Forms

Different appraisal approaches – self-appraisal, direct or indirect, 360-degree

Typical components of an active appraisal form -paper-based or online

Practical exercises on completing appraisal forms (both annual LPIs and monthly MSCs)

Approaches for 360-degree appraisals and associated pros and cons

Module 8: Performance Appraisal Cycle And Planning

Annual performance appraisal cycle and critical stages

Implementation issues and cycle timetable

Ensuring adequate communication and training

Role of HR and the line manager in the annual performance cycle

Abandoning the end-of-year Performance Appraisal Meeting by adopting monthly MSCs

Module 9: Preparing For An Appraisal Discussion

Preparing for the appraisal discussion and performance review

The role of self-assessment by the employee

How to manage an appraisal discussion to minimize conflict and maximize motivation

Refining your appraisal skills: Questioning Listening Feedback

The critical steps for conducting the appraisal discussion

Module 10: Key Skills In Performance Appraisal




Suspending judgment

Giving feedback

Handling challenging situations

Module 11: Linking Performance Appraisals And Reward

Pros and cons

Linking the appraisal process to merit-pay increase decisions and annual pay reviews

Distribution of performance ratings and budgeting the consequences for pay costs

Calibrating manager ratings and allocation of merit increase budget

The optimal timetable to use pay to support performance management

  • In The Classroom

  • Live, Online

  • Private Team Training

  • Indiviual Private Session

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