A practical, participative one-day face to face workshop for about 10 managers that will give them knowledge and techniques to manage underperformance in their team with confidence and skill.
By attending the workshop, managers will be able to:
- Demonstrate an understanding of the importance of timely performance management for all of their team members.
- Create a plan to manage an employee’s performance that is robust, fair, clear, timely and effective.
- Demonstrate what to consider when making a decision whether to manage via your formal policy.
- Show an understanding of the way to manage a formal meeting and how to make a decision as to the next steps in the procedure.
|Introduction and welcome||The objectives for the session
What are the ways in which a manager manages a team member’s performance?
Our human response to feedback – and how to tackle it.
|Evaluate your team||Consider performance as the ‘whats’ of the role and the ‘hows’
The different approaches needed to manage each quadrant differently
|Focus on underperformance||Your right to manage under-performance
• ‘Can’t do’ vs ‘Won’t do’.
• The legal framework for managing underperformance.
|The performance management cycle||The practical framework for performance management
• How the cycle applies at both the informal and formal stages of performance management
• What happens when a stage gets missed.
|Describing the performance gap and diagnosing the cause of it||A model for feedback
• The importance of good quality questioning and listening techniques
|Setting a great quality action plan||The best action plan depends upon a clear diagnosis
• Deciding the timeframes in an action plan
• Dealing with barriers to timely performance
|Making the decision to begin formal performance management||When to make the decision and how to explain it to your team member.|
|Managing the formal meeting||Setting an agenda
• The role of the participants (including the employee’s companion)
• Keeping on track
• The role and importance of probing questions
• When to adjourn.
|Making the decision whether to give a warning.||The role of a warning in performance management.
How a warning relates to an action plan in the formal stage.
|Communicating the outcome and supporting the manager to manage the next steps.||Completing each stage of the process
• The role of the appeal process
• Following up on the action plan
• What happens when the warning expires?
• What to do if performance fluctuates?
|Action planning based on the 4-box grid.||What are the next steps for your team By when and who can help you?|