Arguable the most important task of a manager is to manage the performance of their team.
Predictably it is also the part of management that people find most challenging and time consuming.
Many organisations have a formal process which governs performance related discussions between an employee and their manager. This process will include a system to capture the output and communicate the output.
The issue with these processes is two-fold:
1. Completion of the process often becomes a goal in itself. The most valuable and impactful parts of performance management – the actual discussions themselves and the preparatory work leading up to them – then lose the focus that they need.
2. It is easy to fall into the trap of seeing performance management as a necessary evil and a once a year “sit down” with your team members.
Managing performance is a daily, ongoing activity that is at the heart of leading a team.
Whether you are new to management or an experienced leader being able to clearly communicate your strategy and objectives to your team and to measure and manage their performance against them is fundamental to achieving your desired outcome.
According to the Chartered Institute of Personnel and Development Performancemanagement should be:
|Strategic||It aligns with broad issues and long-term goals.|
|Integrated||It should link various aspects of the business and how people are managed.|
Performance management should incorporate:
• Performance improvement – throughout the organisation, in respect of individual, team and organisational effectiveness
• Development – unless there is continuous development of individuals and teams, performance will not improve
• Managing behaviour – ensuring that individuals behave in a way that fosters healthy and productive working relationships.
This course can be delivered as a bespoke programme either one to one, or with a group of managers from the same organisation covering specific issues and areas for improvement in depth.
This course is intended for people who manage others and are required to carry out performance management either formally or informally. The content can be tailored to individuals or groups managing performance for the first time or those experienced in the process wanting to perfect their current skills
The course is highly interactive with delegates bringing and contributing their own experiences of performance management. The aim is for delegates to leave with an action plan to implement immediately they return to work.