Overview

Most performance and appraisal management approaches have struggled to inspire and activate employee talent for exceptional performance because of unclear and misaligned expectations, ineffective and infrequent feedback and unfair evaluation practices and misplaced accountability. Consequently, the performance management process in most organizations is perceived as a threat to some employees and development as disconnected from the business objectives. At the same time, there is a general sense of organizational injustice in the appraisal process favoring the advancement of some groups of employees over others.

This comprehensive program is designed to transform managers into performance coaches, developing their knowledge and skills to effectively and cohesively establish expectations, continually coach, and create accountability. Managers will learn how to integrate purpose, goals, metrices, and development.

Areas covered

• Traditional vs modern performance management approaches.
• Components of the performance management process that managers focus on.
• The performance management cycle: the role of the manager or supervisor
• What do employee expect from the employer and the manager?
• The ‘push’ and ‘pull’ factors of human learning
• Technics and skills needed to optimize feedback opportunities
• The performance management cycle: feedback conversations
• The performance review problem and why managers avoid it.
• Developmental Value of Performance Appraisal – what do you really measure?
• The fallacy of trading lightly: what happens when the manager does not act?