Help your organisation to create a high impact performance culture while supporting your team
This day focuses on performance management as a continuous process that drives development.
It looks at techniques that recognise and implement solutions to support long-term results.
You will 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.
- Understanding the Process
- Creating Development Culture
- Outcome-Based Conversations
- Building Trust and Commitment
- Scoping Employee Goals
- Driving Motivation
- Aligning employee and organizational goals
- Monitoring Objectives
- Implementing Solutions
- Rewarding Development
- Setting Boundaries
- Handling Conflict
- Developing a Toolkit
What Our Delegates Say:
“The course and centre staff were so pleasant and accommodating. It was a real experience to meet and enjoy a training course. The course was a real eye-opener and was very informative".
Mark Hutton - Logistics & Warehouse Manager - Coryton Advanced Fuels
“The Impact Factory courses have been really useful, not only by helping us to learn some new things about ourselves, but especially by pointing us in the direction of better managing and understanding our staff here in Zug.”
We tailor all our courses to reflect the needs of the delegates on the day.
We will include many of the exercises listed below, and any additional material that the trainers feel is relevant.
Good, Bad and the Ugly...
In pairs, you'll get to explore management experiences and what specifically made them good or bad (or even ugly...)
We'll distinguish between good and bad management practices and begin to unpick the elements that make up outstanding performance management.
Why is it So Hard?
A group discussion on why performance management can be hard?
The following factors may be discussed:
- Dealing with your own and other people's confidence and morale
- Dealing with yours and other people's feelings
- Dealing with difficult or tricky people
- Dealing with other people's difficulties
- Setting doable goals
- Giving effective feedback
- Giving 'bad news'
- Avoiding escalating problems
- Consistency (why have I been marked down when I think I haven't changed?)
- Setting the right goals for each individual
- When someone doesn't tell you the truth about how they're doing
- When someone disagrees with your assessment
- Being enthusiastic when you don't feel like it vs. tyranny of positivity
- Lack of formality/blurred boundaries/etc
We raise the awareness level of everyone in the group and get you very clear about where your personal focus for the day is.
Day To Day Performance Management vs. The Big Appraisal Build Up
We'll look at the reasons some difficult messages don't get said on a day to day basis, or in some cases ever!
We look at why some people avoid dealing with issues as they occur, leaving them to build up until the formal appraisal time.
We examine whether people are able to deliver both individualised support whilst demanding High Performance (rather than only operating in one arena or 'see-sawing' from one to the other).
Barriers to Performance
- No time/too busy/won't find time
- Too much change/ Fire-fighting
- Not two-way
- Sweeping issues under the carpet
- Not acknowledging diversity issues
- Changing goals/goalposts
- Appraisee not owning process for themselves
- Refusal or inability of manager to role model
- The manager doesn't really understand the appraisee's job
Most common difficulty: not handling the day-to-day management
What Makes It Work Well?
Day to day performance management involves dealing with people's confidence and morale and the feelings that go with that.
Dealing with difficult or tricky people's issues requires a confidence in your own ability to handle anything that may come up.
Here are some tools that will help a lot.
We look at defusing over-emotional responses in a supportive way.
This will increase your ability to manage difficult situations and be seen to be consistently managing well.
Listen Agree Pause
This is a technique which allows you to ensure your appraisees feel heard and that they themselves are able to get their message across clearly.
It creates respect, builds rapport and defuses potential conflict.
This can be key in balancing the need to be supportive while demanding high performance.
Blame vs Effect
This exercise explores ways of delivering information and feedback and the reactions different approaches cause.
The strategy is a simple one that avoids the negative reactions people have when they feel 'blamed'.
Looking at strategies for giving feedback in a supportive and informative way.
This develops the ability to communicate honestly and openly while 'honouring' other people's styles and diverse points of view.
It enables you to show respect and courtesy to others and builds esteem and relationships.
What motivates an individual's performance?
Discover what motivates your staff and how to incorporate these findings into your communications with them.
The Power of Praise
A discussion on the value of acknowledging good practice and the power of relevant, specific and timely praise.
You'll identify a recent situation where you made a passive decision.
Then a situation where they actively chose.
A brief discussion on the difference, especially in terms of feelings.
We explore dealing with difficult issues which in the past have included:
- Delivering feedback to someone who thinks they have performed higher than they have
- An appraisee who doesn't prepare
- Sickness issues
- How to ensure the appraisee makes the most of the appraisal opportunity
- Negative or disruptive staff
- When the performance bar has been raised
- Staff reduction with no reduction in workload
- An appraisee who disagrees with feedback
- Resentment of high performers/ earners
- Support measures - when enough is enough
Based on your preparation and any insight gained on the day you'll get to plan and rehearse dealing with a difficult issue of your own.
You will receive best practice ideas from your fellow participants and support and input from the Impact Factory facilitators.
Each person will have an opportunity to say:
- What you are taking away from the day
- What specifically you know you will use
- Where you will practise
An individual Plan of Action identifying your personal take-outs, what you will practise and areas for development.
You will identify what will stop you putting this into practice and what support you need going forward.
We will give out Impact Factory documents to support the course.
Performance Management Course
Book this course
Freephone: 0808 1234 909
The Performance Management Course team:
- Janet AddisonJanet employs her love of people and what makes them tick to support their development in a way that's fun, useful and truly unique
- Kate ArneilKate is involved with Performance Management, Conflict Management, Presentation and Communication Skills Training.
- Katherine GriceKatherine's skills and passions include Customer Service, Presentation Skills, Public Speaking, Personal Impact and Leadership
- Sarah DawrantSarah has warmth, humour, a quick mind and unlimited passion to help people develop by stretching their comfort zones.
- Sheila Neville'I am both pleased and proud to be involved with a company delivering high-quality training to people who intend to achieve above and beyond their existing capabilities.'
Attend this Performance Management and Appraisals Course risk-free
We are so confident in our trainers and the quality of our Performance Management and Appraisals Course that we guarantee it will make an impact.
If you attend this training and believe you have not benefited, let us know and we can arrange a refund or a free placement on a more suitable course.
Training Course Accreditation
To ensure that the courses you attend are of the highest quality, offering the best professional tuition possible,
all our Open Courses are evaluated and accredited.
This accredited course is suitable for corporate and public sector Continuing Professional Development Plans and Portfolios.