Now you can take your organisation through the process of establishing an effective performance management and development programme. The 15 sessions provide you with a clear structure to guide you through about a year's work. They are designed to be used with senior managers, as well as team leaders and team members.
This powerful new toolkit enables your organisation to:
- develop and communicate its business plans and objectives in order to focus and inspire its people
- set up employee development strategies for helping everyone contribute to those plans
- develop your managers' leadership skills through ongoing performance management and development discussion
- establish the return on investment for employee development against the achievement of business plans
List of Activities
1. What is Performance Management and Development?
This session ensures that all participants have a clear understanding of what PMD is, and its benefits both to the organisation and to its employees. Participants are involved in drawing up an action plan for effectively implementing PMD in their organisation.
2. The Corporate Vision
In this session, participants contribute to compiling the organisation's Vision (mission statement and strategic objectives) so that it focuses and inspires its employees. The activity seeks to avoid ending up with a Vision that simply says 'we want to be the best'!
3. Communicating the Vision
This session involves participants in skills practice. They develop the skills and techniques needed to explain clearly the organisation's Vision, and gain commitment from their people.
PLANNING
4. Customer-focused Job Descriptions and Performance Objectives
This session involves participants in writing customer-focused job descriptions that clearly link to the organisations' Vision, prioritise key accountabilities, encourage communication and flexibility, and develop agreed performance objectives.
5. Strategic Employee Development Plans
In this session, participants discover the links between key strategic objectives and strategic employee development plans. They also formulate employee development plans which will be the basis for later evaluation (Session 14).
6. Individual Development Plans (Training Needs Analysis)
Following on from Strategic Employee Development Plans, participants learn how to compile and implement individual development plans. They also understand how the individual plans are collated into the organisation's Training Needs Analysis, and how the two employee development plans, (this session and Session 5), form the organisation's overall Training and Development Plan for employees.
LEADERSHIP
7. Performance Review: Motivation
In this session, participants practise the skills of conducting a performance review discussion, which aims to achieve employee motivation through focusing and encouraging participation. Participants learn what leadership behaviours are needed to focus and encourage employee participation.
8. Performance Review: Giving Helpful Feedback on Below-standard Performance
In this session, participants practise the skills of conducting a performance review discussion, which aims to achieve employee motivation through focusing, encouraging participation and giving helpful feedback on below-standard performance. Participants learn what leadership behaviours are needed to remotivate employees whose performance has dropped.
9. Performance Review: Interim Performance Review Discussions
In this session, participants learn the importance of, and practise the skills on conducting interim Performance Review discussion. They practise in particular the leadership behaviours of refocusing and counselling.
10. Performance Review: Using the Experience and Confidence of Longer-Serving Employees
One of the problems often encountered by managers is that of maintaining motivation in their longer-serving employees. In this activity, participants build up a list of ideas of how they can help to keep motivation (and hence performance) high in longer-serving employees by using the experience and confidence of those employees. They then practise the skills of discussing these ideas through role-play.
11. Performance Review: Overall Skills Practice
Following on from the four generic skills practice sessions, participants now have the opportunity in this activity to apply the learning to their own real-life situations. Participants write their own case studies, based on situations similar to the previous generic ones, but in circumstances that they will shortly be experiencing. They then role-play their case studies and learn from observer feedback.
REVIEW
12. Evaluating the Immediate Effect of Training and Development Activities
In this session, participants learn the importance of evaluating the immediate effect of employee development based upon the employee's development needs and objectives. They also discover a simple method of evaluation, and apply the learning immediately as they review the effect of this activity.
13. Evaluating the Longer-Term Effect of Training and Development Activities
This session follows on from Session 12, and shows participants the importance of longer-term evaluation of employee development. That is, evaluation after the employee has followed up the training and development with an agreed action plan based on the original development objectives, and achieved the performance level required. Participants learn a simple method of evaluation, and are required to evaluate the effectiveness of this activity three months later, when they have been putting the learning into practice.
14. Evaluating the Effect of Employee Development in Terms of Contribution Towards Achieving Key Strategic Objectives
In this session, PMD comes full circle. Participants learn that provided the groundwork has been put in during the communication, planning and leadership sections of PMD, evaluation of investment in employee development against the achievement of the organisation's business plans and objectives is not very difficult. Participants learn a simple method of monitoring and feeding back employee development progress, and the importance of providing the feedback regularly.
COMMUNICATION
15. Celebrating the Outcomes of Performance Management and Development
In this session, participants can begin to feel justifiably proud of what they have achieved during the 15 PMD activities. They learn the importance of feedback by participating in an amusing exercise. This helps them appreciate the importance of regular high-profile PMD communication to employees, and leadership behaviours that clearly demonstrate their ongoing commitment to PMD.
Finally, participants celebrate the successful implementation of the PMD process into their organisation in the traditional time-honoured fashion!
333 pages, with 156 OK to copy pages.
