Managing Performance Effectively

Knowledge and skills needed to manage the performance of your team effectively.

Landing Section - Managing Performance E

BACKGROUND

Addressing the issue of a lack of competence in evaluation and providing feedback, we’ve designed this program to equip participants with the knowledge and skills necessary to manage and drive performance exceptionally.

Participants would include those responsible for the performance of others – managers, supervisors and team leaders.

This program is underpinned by 3 theories - goal theory, control theory and social cognitive theory, which we will cover during this program. We’ll establish the significance and purpose of the system. We, then, cover the key elements – goal setting, check-ins, appraisals, discussion, improvement plans – and how best to execute each one of them. Sometimes, processes like people, can have the best of intentions, which can be misrepresented and misunderstood due to poor execution, rooted in a lack of understanding, knowledge and practice. Our program aims to address this.

Keep reading to learn more about what the participants will be able to do at the end of the session.

OBJECTIVES

By the end of the program, participants will learn how to:

Appreciate the purpose and significance of performance management process and its key elements.
Be able to distinguish differentiate between performance management and appraisals.
Know how to guide their teams to set SMARTER goals that are aligned with the that of the team’s, department’s and organisation’s.
Be equipped with the skills to understand how to motivate and support employees through their journey
Know how to continuously review progress in the form of frequent check-ins of their team members
Be equipped with questions to facilitate a two-way transparent dialogue between employee and them about the performance
Have an extended vocabulary of words and phrases to incorporate into written appraisals
Be more aware of the various types of bias present during evaluation and minimise them.
Learn various structured approaches towards effective appraisal discussions that avoids conflict and resentment and fosters stronger relationships
Learn to adapt appraisal discussions to various levels of performers – high, average and low
Be equipped with the skills to foster accountability of performance.
Understand how to gain employee buy in for improvement plans.

The next section outlines the content covered to achieve these objectives.

CONTENT

Module 01: Appreciating People

Understanding employee’s internal representation system
Understanding the various motivations of employee
Understanding how positive and negative feedback impacts them
Understanding why generalizations, distortions and deletions of certain feedback might occur

Module 02: Understanding Process

Defining Performance Management
What is the difference between Performance Appraisal and Performance Management?
Elements of Performance management (Goal Setting, Check-ins, Appraisal, Appraisal DiscussionsImprovements)
Key Success Factors
Purpose of the components and the benefits of the process
Principles of Goal Theory, Control Theory and Social Cognitive Theory

Module 03: Goal Setting & Planning

Structure of goal setting conversation to set SMARTER goals
Questions to ask when reviewing employee strategy to achieve the goals to ensure employees have the necessary tools to succeed - competencies, skills and resources
Techniques to gaining commitment to goals
How to ensure alignment of individual goal the goals of the team, department and business?

Roleplay Session 1

Module 04: Check-ins

Time and Frequency of Check-in for different types of performers
Structure of Check-in
Questions to ask during a Check-in
How to discuss modifications to goals or performance without demoralising the employee or sparking a conflict
How to ensure employees feel recognised for their efforts
How to maintain a balance between the positives and the negatives
How to encourage transparency and ensure them of your empathy in the conversation

Roleplay Session 2

Module 05: Evaluation

Absolute vs. relative appraisal methods
Structure and useful techniques of preferred appraisal method
- Comprehensive coverage of management by objectives, 360 feedback and others can be done if preferred.
- Recommendations can be made if there isn’t an existing appraisal method
Types of Appraisal bias, e.g. halo effect and error
Effective appraisal interviewing
Words, phrases to use in the appraisal summaries

Module 06: Discussing Appraisals & Constructive Criticisms

Common Feedback Structures, namely the Feedback Sandwich, The ‘Situation-Behaviour-Impact’ Feedback Tool and Variation of Pendleton Model

Explaining of different ratings to various levels of performers (high, average, low)
Questioning, paraphrasing and listening techniques to facilitate a transparent two-way dialogue
Questions and to foster accountability
Stories to motivate towards doing better.
Techniques to manage arguments, conflicts and confrontations

Roleplay Session 3

Module 07: Discussing Improvements

Transition from feedback to discussing improvements.
Structure of discussion of improvements which ensure employee buy-in
Stories and toots to motivate employees towards getting started on improvements.

Bringing it all Together

Roleplay Session 4