Course Content

After the training, delegates will be able to:

• Optimise section or departmental output by managing individual performance;
• Explain the key factors which affect performance; Set, agree and clarify performance targets
• Monitor ongoing performance
• Use a range of approaches to manage different levels of performance
• Define the importance of coaching and facilitating skills in managing performance;
  Set and agree development objectives;
  Plan individual and/or team development programmes;
  Support the implementation of development programmes.
  

Course Objectives

Managing group and individual performance. – “If you manage performance well, everything else will manage itself”;

• Factors which affect performance: expectations, ability, motivation & circumstance;
• Motivation & Performance. 3 approaches to motivating staff; are we all motivated by the same thing?; motivation versus incentive; how de-motivation works; motivating performers on a day-to-day basis;
• Optimising everyone’s performance; Coaching as a way of developing ability; Facilitation to unlock and unblock performance.
  

Performance Standards: Company standards, non-negotiable contractual requirements, unwritten standards, personal standards, custom & practice;

• Standards in context of the job;
• Establishing and gaining acceptance of standards;
• Measuring against standards;
• Ideal standards; realistic standards.

Team & Individual objectives;

• Clarifying group goals; cascading objectives;
• Individual objectives & contributions; moving targets.
  

Optimum & High performance;

• Managing high flyers, motivating high performers and controlling expectations;
• Performance management and situational leadership;
• Motivation in “flat” structures.
  

Poor performance

• Defining poor performance specifically; Causes of poor performance;
• Discipline, coaching, encouragement, counselling and a range of approaches for managing poor performance.

Continuous development

• The learning organisation; the continuously developing individual;
• Setting development goals, building development plans;
• Supporting individual development – the manager’s contribution.

Development options

• Role of training, coaching, individual learning, delegation etc.