Following a successful interactive workshop on appraisals, we completed a further event covering performance management including how to deal with poor performance and typical characteristics of high-performing organisations.

1. Managing to perform in the most trying of circumstances by Fluid May 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-6 The managerial reprimand model 7-9Dealing with poor performance 10-11 Dealing with a newcomer’s poor performance 12-13 Engagement and performance 14-15 Give feedback, get back performance 16-17 Five traps of performance measurement 18-19 Benchmarking performance 20-21 Conducting performance or performing conduct 22-23 The corporate prisoner 24-25 Fuelling the fire 26-27 How can HR and Training raise performance? 28-29 Case study-Mantech 30-34 High performing organisations 35-39 Finishers, maxperformers, elite performers and star teams 40-42 Crystal ball time 43-44 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 The managerial reprimand model

8. Manager’s observation

11. Manage the employee

12. Where there is insufficient improvement in performance within the timescales involved consider disciplinary action

14. Insufficient management reinforcement when expectations change

15. Current performance habits

16. Categories of outcome measures

17. Key performance analysis questions

20. Coaching matrix

21. Manage the employee

22. Where there is insufficient improvement in performance within the timescales involved consider disciplinary action

25. Rational

26. Emotional

27. Motivational

28. Drivers of engagementEngagement and performance

29. Page 14 Give feedback, get back performance

31. Describe the current behaviour and situations

32. Describe the impact and consequences

33. Create a plan to continue positive behaviours or change negative behaviours

36. Looking backward

37. Putting your faith in numbers

38. Gaming your measures

41. Six-step framework

42. Hard values

45. Stay present and connected

48. Potential to perform

49. Escapers

50. Economic prisoners

51. Lifers

52. Prisoners of conscience

53. Prisoners of circumstance

56. Hire the best

57. Weed the garden

58. Provide the right environment including tools and equipment

59. Use WII-FM as a key strategy to light the fire

60. Train, train, train

63. Adequate measures

64. Talent pool dynamics

67. Responsible

68. Inspirational

69. Driven

72. New management science

73. The implications

74. How to go about achieving superperformanceHigh performing organisations (1 of 4)

76. Country and industry

77. Being an insider

78. Having an MBA

79. A runway for performance

80. The gold standardHigh performing organisations (2 of 4)

82. Align the deployment of capital with these formulas

83. Concentrate effort on the core processes

84. Improve performance continuously through stretch goals and fast learning loops

85. Maintain a balance between revolutionary and evolutionary changeHigh performing organisations (3 of 4)

87. Closely tie HR service delivery and support to the business

88. Heads of the workforce are deeply engaged in HR issues and people management

89. Provide highly effective talent management support of top people High performing organisations (4 of 4)

90. Page 35 Finishers, maxperformers, elite performers and star teams

92. Empowering job design

93. Aggressive individual development

94. Recognising and rewarding finishers

96. Customise the roles of employees around their talents, interests and values

97. Establish performance expectations so employees can own their performance

98. Spend time with each individual providing and receiving feedback

99. Spend time with each individual talking about the future Maxperformers

101. Fixate on the long term

102. Use the competition

103. Celebrate the victories

104. The will to winElite performers

106. Lessons in leadership

107. In defence of the cheerleader

108. Succession success and the skills factor

109. Reaching for the starsStar teams

110. Page 40 Crystal ball time….

112. There will be increased global connectivity, integration and interdependence

113. Technology will advance faster than ever before

114. The labour force will change dramatically and continuously

115. Human capital will become an even greater source of valueCrystal ball time.…(1 of 2)

117. Outsourcing will increase in popularity

118. Self-paced, self-directed individualised virtual learning will dominate business training Crystal ball time.…(2 of 2)

119. Page 43 Conclusion & Questions

120. Page 44 Conclusion Summary Questions