Course Description
An Indispensible 2 day Workshop for all HR
Managers, Supervisors and Business Leaders.
Research has shown that organizations that conduct
performance reviews are more successful than those who do not have a system
in place. The first step in a basic system is to develop standards of
performance that all employees can understand and agree to.
Setting goals and objectives to aim for will give
supervisors and employees a like focus, and targets to aim for. Supervisors
must also learn how to give feedback, both positive and negative, on a
regular and timely basis so that employees can grow and develop. Performance
appraisals are the cumulating of all these activities.
You Will Learn:
- The importance of performance appraisals.
- Defining expectations and consequences.
- Developing standards and goals.
- Documenting performance.
- Performance feedback and coaching.
- Developing an interview format.
- The appraisal as a two-way process.
- Managing employee performance.
- How to fire someone.
You will Benefit By:
- Recognizing the importance of having a performance
appraisal process for employees.
- Understanding how to work with employees to set
performance standards and goals.
- Developing skills in observing and giving feedback,
listening and asking questions, for improved performance.
- Identifying an effective interview process and have the
opportunity to practice the process in a supportive atmosphere.
- Developing strategies for managing employee
performance.
What We will Cover:
- Why Do We Need PAs?
- Employee's Concerns About PAs
- What Makes PAs a Defensible Process?
- Stereotyping
- The Performance Management Process
- Goal Setting
- The Performance Management Cycle
- Setting Standards
- Performance Development Plan
- Feedback and Communication
- Listening, Asking Questions
- Probing
- Non-Verbal Messages
- Feedback
- Characteristics of Effective Feedback
- Accepting Criticism
- Planning the Interview
- The Interview Format
- Role-Play through all phases of Performance Management
- Maintaining Performance
- Behaviour Contracts
- Handling Performance Problems
- The Worst-Case Scenario
