Practical People Management Training - Vista
Group of employees in soft skills training

Practical People Management Training

A practical, participative 2 day workshop designed to build managers’ knowledge, skills and confidence to manage their teams. The programme focuses particularly on managing conduct, managing underperformance, dealing with grievances and driving attendance.

By attending the training, your managers will be able to:

  • Describe their rights, and responsibilities, to manage performance, attendance, conduct and grievances in line with the legal framework.
  • Show an understanding of the steps to take to plan and conduct an investigation that aligns to a fair disciplinary and grievance process.
  • Identify the factors to consider when chairing a disciplinary hearing.
  • Demonstrate how to plan to manage underperformance.
  • Identify the key steps to take when a team member’s wellbeing is a cause of concern, including what is required to fulfil the duty to make a reasonable adjustment for a team member with a disability.
Day One
TopicContent
Introductions and welcomeThe objectives for the workshop
Your right to manageYour right to manage standards of performance, behaviour and attendance in your team

What gives you your ‘right to manage’ is the employment law framework for people management: Introduction to technique.
What the employment law framework means in practice The steps to take and the mindset you need.
The importance of nipping situations in the budFeedback and informal management
How to give feedback well using a technique

How to draw a line in the sand to change behaviours in your team
Your right to manage in action: managing formallyMaking the decision to move to formal management
When and why? Which process: Is this a ‘can’t do’ or a ‘won’t do’?

Dealing with ‘won’t do’: a step by step guide to a disciplinary procedure.
Suspending an employee When and how to suspend a team member
How to keep in touch with an employee who has been suspended.
Planning a good quality investigationWhat is an investigation?
Plan an investigation using a matrix technique
Managing a grievance hearingWhat a grievance chair needs to decide
How to run the hearing
Conducting a thorough investigationPlanning good quality questions to achieve a balanced, open-minded investigation.
The role of a disciplinary hearing in achieving fairnessAchieving the ‘whats’ and ‘hows’ of the ACAS Code of Practice
The importance of the invitation to the hearing

The agenda for the hearing

Managing the participants – the employee’s right to be accompanied

Who can be a companion and what is their role?
Making a ‘reasonable’ decision How to decide whether misconduct has occurred
Deciding the sanction
Confirming the outcome by letter
Managing the relationships in the team once a disciplinary process is complete
Day Two
TopicContent
What is performance management?What tools do managers have?
Evaluate team performance according to a four-box grid

Planning performance management in each quadrant of the grid.
Identifying and improving underperformanceIdentifying the performance gap
Diagnosing the cause of the performance gap
Is it a ‘what’ a ‘why’ or a ‘how’ issue?

Constructing an action plan to close a performance gap.

Coaching for improved performance
Managing according to your formal process Exercising your ‘right to manage’: Making the decision to manage under-performance formally.

What’s the role of a warning in performance management?

Reaching your decision, completing the process and managing the next steps
The different ‘types’ of absenceThe legal framework for managing each type of absence.
Short term sickness absence managementThe importance of a great return to work meeting
How to conduct one.
Managing attendance when the level of absence becomes a concern. The legal framework for sickness absence management
The role of warnings in absence management
Managing health and wellbeing in your teamYour ‘right to manage’ and be curious
Who could have a disability in your team?

Support and management: The duty of making reasonable adjustments – what does it mean in practice?

Questioning techniques for good quality wellbeing conversations.
Team management planning What will you do differently as a result of this programme?
Close of programme

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