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.
*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.
Purpose and importance
Typical annual performance management cycle
Guiding principles for the performance management process
Three critical components: objective setting, competencies, and development planning
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
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
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
Using the performance management process to drive employee development
Typical formats for individual employee development plans
Role of HR in supporting development planning
Role of employee: individual responsibility and implementation
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
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
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
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
Handling challenging situations
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