Managing People for Performance

This course articulates into our postgraduate program.
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This course takes a fresh approach to achieving performance beyond expectations. The traditional emphasis on annual performance 'appraisal' is departed and greater focus is placed on an ongoing organisational performance 'management' system. The course is supported by case studies and the practical application of tested tools and techniques. It will enable participants to develop a personal coaching effectiveness profile, and produce a personal action plan for enhanced performance management of employees.

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Designed for

Managers who wish to motivate, develop, and maximise the performance of their teams and individuals.

Course content

The role of the manager
Many managers err in not seeing themselves as active players in high-performance teams. In fact, teams should be owned by all their members, including the manager who then plays key role in setting the climate for the development of teams. This key role, covered in this section of the course, includes communicating effectively, sharing information and recognising the performance of individuals in the team.

Managing performance
Managing the performance of the team and its individuals is often the aspect of management that is the most intangible, and can make or break your own performance as a manager. It is the function that also, when handled well, indicates management excellence. Here, the five areas of Performance Management are defined, including strategies to maximise your success in all of them.

Effective performance appraisals
Effective performance appraisal systems contain two basic systems operating in conjunction: an evaluation system and a feedback system. The main aim of the evaluation system is to identify the performance gap (if any), which is the shortfall that occurs when performance does not meet the KPIs or acceptable standards set by the organisation. The main aim of the feedback system is to inform the employee about the quality of his or her performance. Managers should also take this opportunity to receive feedback from the employee about issues or problems that they experience. This section covers the effective appraisal systems in-depth, as both a crucial monitoring and information-sharing tool.

Managing the performance of the under achiever
Most people want to succeed and perform in all aspects of their role. The key to managing underachievers is to recognise factors contributing to their performance - both personal factors and organisational ones. This section provides a holistic view of low performance in the workplace, including how to approach underachievers, and how to learn as an organisation from low performance teams or individuals.

Counselling styles and skills
Without strong interpersonal skills, you may find it difficult to manage the performance of your staff. In fact, the problem-solving skills required for successful performance appraisal interviews are similar to those required by professional counsellors. This section provides you with the skills to be able to establish a rapport with staff so that they see you as an ally rather than the enemy.

Learning outcomes

• Understand the need for effective performance standards
• Distinguish between behavioural and results-focused objectives
• Develop and use a performance management process incorporating performance reviews
• Use effective techniques for gaining agreement on performance improvement options
• Understand the need for follow-up on performance improvement strategies
• Demonstrate performance management skills in a range of situations

Presenter

Tony Holmes

Schedule

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State	City	Date	Fee (AUD $)		Availability
			Member Fee	Standard Fee
NSW	Sydney	12-13 Mar 2009	830	935	Yes
QLD	Brisbane	20-21 Apr 2009	830	935	Yes
VIC	Melbourne	01-02 Jun 2009	830	935	Yes