This is an intervention rather than a training program, designed to assist organisations with the establishing and implementing of a simple, yet effective Performance Management strategy and process. Where there is a strategy and process in place, which is in general not bearing the fruit it was meant to, our process will assist an organisation in modifying that process into a simple, effective process.

Often Performance Management problems seem to revolve around the lack of “buy-in” from the staff, which causes a resistance to using the existing system.

The process followed is outlined below

Process:

The process is divided into 2 distinct yet cohesive phases. The phases and descriptions are as follows:

Phase 1 will include in-depth discussions with selected individuals in your organisation, forming “job families”, at the various job levels in the company. The purpose of these focussed discussions is to get insight into employees' understanding of their current job requirements (parameters, responsibilities, inputs and results) and their understanding of their unique contribution and the departmental and company motivation levels. At the end of this phase a comprehensive report will be produced, which will include job descriptions for the various “job families”, results that each “job family” is expected to produce, the inputs required to produce those results, the parameters (restrictions) within which each “job family” has to work, and the responsibilities of each “job family”.

Phase 2 consists of sessions with groups of “managers” to agree on the Principles of Performance Management that should be applied. These principles form the basis for all the Performance Management discussions and should be the platform that defines the Performance Management culture at the organisation.

The topics that will be discussed are the following:

1) Understanding the Vision, Values and business drivers of the company

2) Principles of Performance Management

3) Contracting for Performance

4) Performance Dialoguing

5) Performance Conversation Skills critical to any performance related discussion

6) The art of effective and constructive feedback.

After the managers have applied these new skills to the performance conversations with their staff, every employee will have a “first-pass” performance contract.

Duration

The total duration of this intervention is dependent on the size of the organisation, and will thus be negotiated with the client.