How to Manage and Evaluate Performance While Creating Wonderful Team Success Environment..

Do you know today you don't manage people any more..? what do you then manage...?? you only manage agreements.., want to achieve more impact with your team? you can’t manage people any more ,you can only manage agreements..

What is the most important element of an organization’s success today? I believe you got it right; its people. Motivated, trained and experienced employees drive creativity, strategy and profits.

This hands-on and off performance management program empowers with current skills required to engage talent, develop potential and close under performance gaps.

Course Highlights and Agenda;

Specifically designed for those with management accountability, participant will learn

• The seven point checklist of quickly identifying the right talent
• Understanding the performance management cycle
• How to disintegrate strategy from top to the individual level
• How to come up with measurable KPI/CSF
• Handling performance appraisal and performance improvement sessions
• How to Develop reliable performance benchmarks
• How to Manage under-performance and exemplary performance
• How to Identify the competences required for success
• How to Explore states of motivation
• Handle developmental discussions
• Devise plans and performance objectives

More,

Implementing eMasters Software for KPI Decision Support..See outline ►

Not all performance management issues are negative. With this in mind the programme is split into too critical areas:

1. Dealing with poor performance
2. How to turn good performance into great performance

Many training programmes fail to acknowledge that while it is essential that managers deal with the effects of poor performance, they should also be devoting significant amounts of time and resources 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 the performance of their weakest team members. This is usually at the expensive of investing more time with the strongest team members, who are often responsible for the bulk of performance success. This course will help you address this all too common inbalance!

Program Content;

Understanding 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 processes

EXERCISE: 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 or a HR problem?
• 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 situation

EXERCISE: Practical group case study: how would you manage the performance of key individuals?

Dealing with Poor Performance – A Manager's 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 process

EXERCISE: Poor performance situations for group discussion, practice and feedback

Implementing 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
- 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 improvement

EXERCISE: 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 parties

EXERCISE: Examining real-life situations that delegates are invited to bring with them

Motivation 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 successes

EXERCISE: 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
- 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 delegation

EXERCISE: Questionnaire, analysis and discussion of team behaviour versus performance

Aligning Performance Management and KPIs

Is your team's performance reaching company targets? There's constant pressure to achieve performance targets, to reach higher performance levels, and to ensure that people's work supports and furthers the organization's goals.Performance management is the process used to manage this performance.
The key question asked is, "How well is an employee applying his or her current skills, and to what extent is he or she achieving the outcomes desired?"
The answer has traditionally been found in the performance evaluation process, where managers look for hard data to tell how well an employee has performed his or her duties.
What is often missing from this evaluation, however, is the part about making sure that the employee is doing the right thing. After all, you may have a very hard-working and dedicated team member, but if he or she is not working on things that advance the organization's purpose, what is the point?
This is where key performance indicators come into play, and they apply both at the organizational and individual levels. At an organizational level, a Key Performance Indicator (KPI) is a quantifiable metric that reflects how well an organization is achieving its stated goals and objectives.

The 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 approach

EXERCISE: 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
• Succession planning and staff retention factors

EXERCISE: Practical group discussion: Question the question, how good are you at developing your 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!

Putting all together..
To ensure that these activities are in fact aligned with the organization's strategy, you need to concentrate on what the employees are actually doing. You do this through performance management. By applying the principle of KPIs to employee goals and performance, you create a direct link between all of the key success factors that have been derived from the overall strategy. The result is that members of your team actually do what they should be doing, and that your measurements for determining how well they are doing are clearly tied to the team and organizational success.

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