CORPORATE: Management & Leadership



Performance Management


The desire to perform well is the first driving force. The second force is the ability to maintain an upbeat performance independently of challenges and setbacks. The third is knowing where and how to improve the systems that enable such performance. These drivers also make up the three-pronged approach of our training on Performance Management.


Performance is the result of an effective harnessing of people’s knowledge and experience, skills, attitudes, behaviors, dedication to growing, continuous learning and readiness to engage with current priorities – individually and collectively. As with athletes, a company, a team, a manager, each employee needs to be genuinely enthusiastic about exercising the sport (business), surpassing the record (competing), getting the trophy (rewards) and mastering the discipline (work itself). Nothing can replace actually loving what you are doing.


Performance management looks closely at four dimensions: goals & targets, people, quality, measurement & monitoring. Since improvement implies doing things better, then change management implicitly runs in parallel. Change is continuously sought to optimize processes of input, throughput and output. Key to its successful implementation is the exact and transparent measurability of the achievements. As with athletes and the number of seconds, meters, goals or strikes – so with a business the number of accounts, patents, products or the ranking in satisfaction surveys. This measurability links all aspects of the organization, concerns all services and touches all managerial competences. It is also central to the evaluation appraisals between managers and staff.


Contents:


  • Historical perspectives and current trends (case studies)
  • Performance goals, targets and benchmarks
  • Measurements: KPIs, variables and criteria, scales, statistics
  • Making performance happen
  • Improving performance
  • The Quality approach
  • Raising standards of performance through internal training
  • Communicating for performance enterprise-wide
  • Performance of teams
  • Performance of projects
  • Performance tools and techniques
  • The meaning of performance in appraisals.