Performance Management Course Content
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 a 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 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.
You'll get copies relevant hand-outs to remind you of the coursework.
Two weeks after the course one of your trainers will call to see how you are getting on.
You will have email and telephone access to both of your trainers.
You'll also have access to a course web page containing
- Handouts used during the course
- New supportive material
- Impact Factory PDF documents
- Recommended reading
- Links to our favourite videos
Performance Management Course