Courses

At the completion of this course participants should be able to:

• list the steps associated with performance management
• list the advantages to be gained by operating under performance management principles to the individual, the leader and the organisation
• write and agree measurable performance objectives which are aligned to the organisation’s vision for the next two years months
• identify measures for each objective
• list at least ten staff development activities to help staff reach full potential
• create a motivating environment within the team
• give feedback to staff members on a daily basis in a manner which will reduce their defensiveness
• list the stages of the performance review interview
• display active listening skills
• problem solve areas where objectives have not been achieved
• list at least ten reasons why the performance management process can fail in an organisation and identify ways a leader and the team can minimise them
• identify at least three ways in which full performance management potential can be realised within their team

Introduction

• Problems managers have met in previous interviews
• What are the steps in the performance review process
• What are the advantages to be gained by:
  • The staff member
  • The leader
  • The business

Writing objectives

• What is the purpose of objectives?
• Linking personal objectives to organisational objectives
• Writing objectives under the competency framework which comprise the following qualities:
  • Specific
  • Measurable
  • Attainable
  • Realistic
  • Time framed
  • Developing measurement systems for objectives
  • Keeping the objective document up to date

Development strategies

• Various inexpensive and non-time consuming strategies to help staff acquire the knowledge and skills needed to achieve their objectives

Inspiring staff

• Principles of motivation to help inspire staff
• 10 practical things which can be done immediately at work
• Self fulfilling prophecy
• Looking after our own levels of motivation

Proving daily feedback to staff

• The need for daily feedback to reach full potential – both positive and constructive
• The Johari window
• Why do people get defensive when receiving feedback?
• SARAH reaction to feedback
• The Australian culture in giving and receiving feedback
• Phrasing feedback statements to reduce the defensiveness and increase inspiration

Conducting the performance discussion

• Why are interim meetings important?
• The stages of the interview
• Interviewing skills: Active listening skills
• Problem solving areas where objectives have not been achieved GROW model
• Identifying further activities to help performance – both personal development and procedural analysis
• Dealing with challenges in the interview

Closure

• Why do people become apathetic to performance management systems?
• The leader’s and the team member’s role in getting the most from the system.
• What do we do next?