Performance management skills for managers

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Performance management skills for managers

  1. 1. Performance Management Skills forManagersCourse Highlights and AgendaNot all performance management issues are negative. With this in mind the programme is splitinto too critical areas: 1. Dealing with poor performance 2. How to turn good performance into great performanceMany training programmes fail to acknowledge that while it is essential that managers deal withthe effects of poor performance, they should also be devoting significant amounts of time andresources to helping the good performers in their teams to “raise their game” to new heights.Managers invariably find themselves spending the bulk of their time dealing with theperformance of their weakest team members. This is usually at the expensive of investing moretime with the strongest team members, who are often responsible for the bulk of performancesuccess. This course will help you address this all too common inbalance!AgendaUnderstanding the Rationale for Performance Management Why performance management is one of the biggest challenges facing 21st century managers Assessing the performance cultures: - Organisational - Department - Team - Individual Understanding the role of performance management in gaining the competitive edge Applying different performance standards and measures Performance management vs. disciplinary processesEXERCISE: Practical group discussion: what works well for you and what needs to improve?The Importance of Pre-Empting Performance Issues The early warning signs that performance issues need to be addressed Do you have a performance management problem ora HR problem?
  2. 2. What pre-emptive actions do you have at your disposal as a manager? How to assess the likely impact of the issue Linking performance management challenges to the appraisal process Why most managers bury their head in the sand rather than addressing performance issues at the early stages How to approach the initial stages of a performance management problem - Get your facts 100% accurate - Assessing if the problem lies with the person or the situation - Getting past the implied issue to the explicit issue - De-personalising the situationEXERCISE: Practical group case study: how would you manage the performance of keyindividuals?Dealing with Poor Performance – A Managers Survival Guide Understanding the usual root causes of poor performance The importance acting swiftly - damage limitation Getting to the heart of the real problem How deeply can you probe without compromising the rights of the employee? What is perceived to be the problem is unlikely to be the real cause Addressing a sudden drop in performance Ensuring your practices are compliant with modern HR constraints Presenting the business case for improvement Critical assessment: how likely is it that the issue can be solved through a performance management process? Assessing when it’s appropriate to involve HR in the processEXERCISE: Poor performance situations for group discussion, practice and feedbackImplemementing a Performance Management Process: A Best Practice Approach Preparing a case for performance management - Problem - Expectation - Gap How to communicate with the team or individual concerned Preparing for the emotional impact: - Anger - Resentment - Apathy
  3. 3. - Hysteria - Depression Ensuring you take the person out, but leave the problem in How to diffuse emotionally charged scenarios Preparing for a performance management meeting Conducting a positive review when there is no improvementEXERCISE: Responding appropriately to different emotions and characteristics.Essential Communication Skills Set the rationale (business case) for the process being implemented How to illicit detailed feedback Present expectations, requirements, outcomes and objectives – explicitly Check for shared understanding, compliance and commitment Setting tangible, performance focused objectives Managing time-scales, feedback and work-flows Clarifying agreements and expectations from all partiesEXERCISE: Examining real-life situations that delegates are invited to bring with themMotivation and Performance Management Keeping them motivated during the performance management process Striking the balance between fear and reward Understanding motivational triggers - Individual - Team How to de-motivate in one easy lesson! Empowering individuals through recognition, challenge, delegation and feeling valued Using money as a motivational tool Reviewing progress and rewarding successesEXERCISE: Motivation – what makes you and your team tick?Applying Performance Management Principles to Team Getting to grips with the performance differences between teams and individuals Identifying the root causes of mediocre team performance - Toxic individuals
  4. 4. - Negative influence - Environmental challenges - Unrealistic expectations - The human impact of change Identifying what changes can be made immediately Implementing a team-wide performance management process The importance of empowering and motivating teams through times of change and uncertainty Differentiating between reward and motivation Empowering individuals through effective delegationEXERCISE: Questionnaire, analysis and discussion of team behaviour versus performanceThe Role of the Manager in Maintaining High Levels of Performance Why accepting personal responsibility and ownership for performance is a number one priority Creating and environment where individuals and teams can thrive – what does the team need from you? Are goals, objectives and requirements clearly communicated in your department? - If yes, how do you know? - If no, why not? Ensuring subordinates really understand what is expected of them - Before laying blame, assess how well tasks and functions were delegated and communicated There are two options available to every manager when performance is an issue: take action, or not take action - Assessing the impact and pros and cons of each option Keeping cool under pressure – a practical approachEXERCISE: Practical group discussion: what works well for you and what needs to improve?Turning Good Performers into Great Performers Consistency in approach when reviewing team performance Benchmarking core competencies and spotting potential Taking developmental risks and follow-through in decision making The manager as a coach in propelling performance to new heights: - Abilities in assessing staff development needs - Coaching techniques - Coaching qualities A model for coaching
  5. 5. Succession planning and staff retention factorsEXERCISE: Practical group discussion: Question the question, how good are you at developingyour team?Time Management Review - Where are You Spending Most of Your Time? Reviewing the cyclical performance curve and the impact on key result areas. Understanding why we can be subjective instead of objective with performance issues Who are your A star performers and how do you value their contribution – what lessons can be learned? Planning and prioritising your time between A, B and C star performers – what is your ratio calculation? Identifying the hidden, silent superstars in your team and tapping into their potential Who offers the best return on investment, and how do you apply your findings?EXERCISE: Key questions to make you challenge your logic and question your approach!What You Will LearnYou will be taken step by step through the intricacies of managing poor and good performance,covering everything from how to run performance reviews; setting benchmarks and objectives;key motivational considerations; the role of the manager in maintaining performance and manyother key topics.No other training programme looks at the practicalities of performance management in suchdetail. If you ever have to manage and minimise the effects of poor performance, this course willdramatically increase your chances of a successful and desired outcome.

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