Description

These virtual sessions focus on how to manage performance on a continual basis throughout the year. They cover the importance of setting clear objectives in partnership with employees, how to measure performance and how to ensure appraisals / performance development reviews (PDRs) add value. The sessions emphasise the benefits of holding regular performance conversations, giving effective feedback and nipping performance issues in the bud.

Recognising that there is a wide spectrum of individual performance, we also look at how to manage high performers, poor performers and the majority of performers in the middle, as well as how to deal with other challenging performance issues.

Each session has a main focus:

Webinar 1: Objective-setting

Webinar 2: PDRs

Webinar 3: Performance conversations

Webinar 4: Performance management skills

UNDERSTAND THE BENEFITS OF MANAGING PERFORMANCE ON A CONTINUOUS BASIS

BE ABLE TO SET SMARTS OBJECTIVES

KNOW HOW TO MEASURE AND ASSESS PERFORMANCE FAIRLY AND CONSISTENTLY

UNDERSTAND THE IMPORTANCE OF WORKING IN PARTNERSHIP WITH EMPLOYEES

KNOW HOW TO PREPARE FOR AND CONDUCT EFFECTIVE PDRS AND 1:1S

MANAGE A RANGE OF PERFORMANCE LEVELS AND CHALLENGING SITUATIONS

HAVE BUILT ESSENTIAL SKILLS, INCLUDING EFFECTIVE COMMUNICATION SKILLS

KNOW THE BENEFITS OF USING A COACHING APPROACH AND HOW TO GIVE AND RECEIVE HIGH QUALITY FEEDBACK

Session One

1. Welcome, agenda, overview

Objectives and agenda

2. Performance management

Performance management as a continuous process

Key elements throughout the year (linked to your organisation's approach)

Benefits of a robust and structured approach

Ownership, roles and responsibilities

Working in partnership with employees

3. Creating a great year

Balancing business expectations and employee needs / wants

The process and approach in your organisation

4. Understanding objectives

Goals and objectives

The bigger picture

Benefits and challenges in setting objectives

Behavioural objectives and link to values

5. Making objectives SMARTS

Understanding SMARTS

Exercise: Are these objectives SMARTS?

Guidance on how to make objectives truly SMARTS

Practical exercise: application to real objectives

6. Open forum

Questions and challenges

7. Action plans and next steps

Session Two

1. Welcome, agenda, overview

Objectives and agenda

2. Measuring and assessing performance

Revisiting clarity of expectations and SMARTS objectives

Measuring performance objectively and fairly

Evidencing task-based performance

Evidencing behaviours and demonstration of values

3. PDRs

Purpose, benefits and what happens in practice

The process in your organisation

Whose PDR is it? Ensuring employee engagement

Measures of success for the PDR

Best practice tips

4. Preparation

Preparation - manager and employee

The importance of mind-set

5. Conducting a PDR

Structuring the PDR

Looking back at performance

Agreeing expectations

Future aspirations

Career and development conversations

Mid- and year-end reviews

Documentation and follow-up

6. Open form

Questions and challenges

7. Action plans and next steps

Session Three

1. Welcome, agenda, overview

Objectives and agenda

2. Performance conversations

Purpose and benefits of regular performance conversations

Separating these conversations from other 1:1s

Everyday opportunities to focus on performance

3. Best practice

Shared experience and guidance on best practice

A partnership approach

Tips on overcoming challenges, eg, time, ownership and engagement, etc

4. Planning for the conversation

Manager

Employee

5. The conversation

An effective structure

Style and approach

Documentation and follow-up

Exercise: Assessing effectiveness of your conversations

6. Managing performance

Managing different levels of performance

Tailoring your approach

Resources and support

Exercise: Scenarios

7. Open forum

Questions and challenges

8. Action plans and next steps

Session Four

1. Welcome, agenda, overview

Objectives and agenda

2. The context

The performance management cycle

Formal elements and other performance conversations

3. Key skills

Keys skills relevant to all performance conversations

Exercise: A checklist and self-assessment - strengths and development areas

4. Rapport and trust

The relationship between manager and employee

Creating rapport and building trust

Exercise: The trust equation

5. Key communication skills

The communication process

Managing inferences and assumptions

Effective questioning and active listening skills

6. A coaching approach

The push-pull continuum

Understanding your preferred style

Benefits of a coaching approach and when to coach

Spotting opportunities to coach

Exercise: Using coaching skills in bite-sized conversations

7. Feedback

Positive feedback v praise and constructive feedback v criticism

Principles of feedback and how to structure feedback

Exercise: preparing and delivering feedback

Receiving feedback well

8. Open forum

Application of skills in scenarios relevant to group

Questions and challenges

9. Action plans and next steps

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Performance Management

By Maximum Performance

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