Duration
2 days
OVERVIEW
Performance management is a term that is bandied about freely. Sometimes it's a scapegoat for less than stellar results: "That initiative failed because we didn't focus enough on performance management." And it's often used as a catch-all for project activities that might otherwise get overlooked: "When we implement that new process, let's not forget about the performance management."
Performance management is a structured approach for ensuring that performances are thoroughly and smoothly implemented, and that the lasting benefits of performance are achieved. The focus is on the wider impacts of performance, particularly on people and how they, as individuals and teams, move from the current situation to the new one. The performance in question could range from a simple process performance, to major performances in policy or strategy needed if the organization is to achieve its potential.
Performance management is, therefore, a very broad field, and approaches to managing performance vary widely, from organization to organization and from project to project. Many organizations and consultants subscribe to formal performance management methodologies. These provide toolkits, checklists and outline plans of what needs to be done to manage performances successfully.
BENEFITS
- Ensuring that there is clear expression of the reasons for performance, and helping the sponsor communicate this.
- Identifying "performance agents" and other people who need to be involved in specific performance activities, such as design, testing, and problem solving, and who can then act as ambassadors for performance.
- Assessing all the stakeholders and defining the nature of sponsorship, involvement and communication that will be required.
- Planning the involvement and project activities of the performance sponsor(s).
- Planning how and when the performances will be communicated, and organizing and/or delivering the communications messages.
- Assessing the impact of the performances on people and the organization's structure.
- Planning activities needed to address the impacts of the performance.
- Ensuring that people involved and affected by the performance understand the process performance.
- Making sure those involved or affected have help and support during times of uncertainty and upheaval.
- Assessing training needs driven by the performance, and planning when and how this will be implemented.
- Identifying and agreeing the success indicators for performance, and ensure that they are regularly measured and reported on.
Module 1: Introduction to Performance Management
- What is Performance Management?
- What is Business Performance?
- The Benefits and Risks of Business Performance
Module 2: Organizational Performance
- Business Transformation
- Business Transformation Stages
- Factors for Success
- Risk Management
- Process Mapping
- Evaluating Existing Processes
- Identifying Areas for Improvement
- Aligning Organization Structure and Job Roles
- Implementing and Operating New Performances
- Stakeholder Engagement
Module 3: Approaches to Performance
- Individual Performance
- The ‘People’ Side of Performance
- Five Elements of Individual Performance
- Team Performance
- Organizational Performance
- Organizational Readiness
- Why is Performance Required?
- Lead Performance
Module 4: Performance Impact and Analysis
- Planning and Measuring Performance
- Directing Performance
- Perspectives and Responses
- Exploring Performance Failure
- Influences and Concerns
- Performance Principles
- Communication
- Overcoming Challenges
- Maintaining Performance
Module 5: HR For Non-HR
- HC Planning & Forecasting
- Training Need Analysis
- Employment Act 1955
- Disciplinary Issue
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Programme scope, delivery arrangements and suitability are confirmed during enquiry.