Leaders communicate effectively in one-on-one team and group interactions in both informal and formal settings.

Services:

• Coaching and Performance Management
• Alignment with performance management systems
• Re-administration of assessments to evaluate progress
• Follow-up review sessions

Performance Management System Consulting & Workshops

Performance Management

It’s time to conduct employee performance reviews. Are you going through the motions ... or are you prepared to do it right?

Performance reviews matter. They matter a lot. Unfortunately, too many managers view them as a necessary evil—an interruption in an already too busy routine. They treat performance reviews as a rote obligation, something to be breezed through once or twice a year with minimal effort and disruption of the workday.  It’s an easy mindset to fall into, but it can lock your employees into a rut and stunt organizational growth.

Why should I care?
Done properly, performance reviews allow you to develop your existing workforce, shape the culture of your organization, and get more things done.  On the other hand, poor performance reviews actually hamper performance and harm the company by wasting time and potentially exacerbating (or ignoring) the root of the problem.

The way you approach performance reviews speaks volumes to the person being reviewed. If you rush through it and offer a few lukewarm comments (and perhaps a small token raise), your employees will walk away feeling that they don’t really matter to you and the organization.

On the other hand, if you go into the review well prepared, armed with specific goals for your employees to work toward, and exuding an attitude of enthusiasm, they will feel like an important and integral part of the organization. They will walk away revved up and excited about the future. Suddenly, instead of feeling like renters, they’ll feel like owners … with all the energy, creativity and work ethic that implies.

What can I do?
Being a good manager means keeping your employees motivated and on track – easier said than done.  But performance management isn’t just about bringing underperforming employees up to par.  It’s a systematic approach that helps leaders clarify their expectations and motivate employees to achieve optimal performance levels.  Using this approach is also an excellent way to support talented employees and cultivate future leadership.

What will I gain?
Implementing a performance management system lets you:

• Get to know your employees better—their motivators, their focus, and their vision for the organization and their own future.
• Receive valuable insights on what’s going on in an employee’s corner of the company.
• Elevate communication to an art form.
• Set expectations and measures for employee performance.
• Give constructive feedback that helps employees to become more efficient.
• Increase organizational productivity.
• Use the opportunity to acknowledge employees’ contributions and strengths.
• “Set the bar” higher every six months to every year . . . creating a natural structure for employee growth.
• Retain precious human capital.

MODULE ONE
Understanding the Performance Management Process

How Does It Work? First, you have to know what goes into the process.  You’ll learn the components that comprise an effective performance management system.

Check Out Your Options Explore traditional and contemporary practices.

Taking a Closer Look at Roles Understanding your role in the process is crucial to improving performance management.  You’ll examine both manager and employee roles and gain a new perspective on the dynamic.

Weighing  the Consequences There is good and bad in everything.  This exercise lets you consider the cautions and benefits of performance management so that you know what to expect.

Establishing Measurable Expectations

Setting Great Goals Great goals are measurable, plain and simple.  Learn how to determine what constitutes a measurable expectation and how to select appropriate indicators of progress.

Writing the Right Objectives Once you’re familiar with what makes an objective measurable and effective, you’ll explore the differences between activity-oriented and results-oriented objectives.

Planning Ahead Review your options for job analysis and mutual input tools, as well as the right formats for setting measures.

Learning by Doing In this activity, all participants practice writing measurable expectations, followed by a group critique to see what works and what doesn’t.

MODULE TWO
Coaching and Motivating Others – the KEY to Success

What is coaching? Participants learn the process of coaching and what it means to be a coach, exploring the parameters of what a coach does and doesn’t do.

Looking to role models Reviewing a coaching success story from their own lives allows participants to understand the positive effects of coaching from a different point of view.

Practice makes perfect Conducting a skill practice helps participants understand the strengths and weakness existing in their current motivational environment and how to improve things.

Bringing Coaching Models to Life

What does a coaching model look like? Our templates and guidance help participants to understand the components of effective coaching models and how to tailor them to their workplace.

Three ways coaching can improve your workplace Participants review coaching models to handle different situations that are perfect opportunities for coaching.

Resolving problems Taking action through coaching models to effectively fix problems in the workplace.

Giving Corrective Feedback Learn five steps to feedback that inspire instead of irk.

Providing Recognition Giving credit where credit is due is one of the best ways to motivate employees toward increased productivity.

Honing and Cultivating Coaching Skills

When the going gets tough … great coaches get going.  Whether an employee is hostile or simply underperforming, we’ve got the tips and tricks you need to effectively deal with sticky situations.

Learning from success Providing recognition is a great way to discuss why things went well and how to incorporate lessons learned to ensure future success.

Establishing goals that motivate Great coaches provide guidance and structure for employees that drive them and keep them interested.

MODULE THREE
Reviewing Performance

Avoiding Common Pitfalls Every journey has some bumps in the road, so you’ll want to prepare ahead of time for any problems you may encounter in your performance reviews.

Reviewing Data and Documenting Performance Documentation is key to performance management.  With black and white evidence of measurable standards that have or haven’t been met, tracking progress is easy.

Anticipating Employee Self-Evaluation Documenting employee performance progress is also crucial in the event that an employee disagrees with your review.  By keeping your reviews and records objective and measurable, you can ensure that you’re reviewing your employees fairly.

Evaluating Performance: Legal Guidelines and Tips

Understanding Legal Guidelines You may be toeing the line without even knowing it!  Review legal guidelines that apply to your organization to make sure everything gets done right.

Setting the Right Climate If you don’t take this meeting seriously, no one else will either.  Follow our tips to conduct your performance reviews in a comfortable yet professional manner.

Conducting the Session We’ll walk you step-by-step through how an effective performance review takes place, from start to finish.

MODULE FOUR
Conducting Individual Practice and Feedback

See For Yourself Participants prepare a 10 minute videotaped practice review discussion, defining at least one performance element that needs work and one that has already improved.  Instructors give feedback on your strengths and weaknesses, as well as recommendations for the future.