THE ROLE OF CHANGE MANAGEMENT IN PERFORMANCE MANAGEMENT
Facilitators
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SYLVIA B MWANSA
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CLAIRE LIMBWAMBWA
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You will Learn
Business leaders have responsibility to deliver performance against the business goals irrespective of the type of business or industry they operate in. However, we know that leaders can only deliver such results through other people – their peers and subordinates! Business pressures are ever-increasing and organizations are now required to become even more effective and efficient in order to execute better on business strategy and remain competitive.
Thus the need for performance management based on a clear understanding of the change management process. Forward thinking companies are taking steps to successfully address these issues by implementing innovative solutions that ensure processes deliver real results and improve performance.
This workshop looks at the leaders responsibility for managing performance and what do to if performance drops below standard using change management procedures, an understanding of emotional intelligence, the strength of personal values & belief systems and competency-based management.
By the end of the workshop, delegate will know:
Thus the need for performance management based on a clear understanding of the change management process. Forward thinking companies are taking steps to successfully address these issues by implementing innovative solutions that ensure processes deliver real results and improve performance.
This workshop looks at the leaders responsibility for managing performance and what do to if performance drops below standard using change management procedures, an understanding of emotional intelligence, the strength of personal values & belief systems and competency-based management.
By the end of the workshop, delegate will know:
- What is performance management and what their responsibilities are around managing performance
- What are the performance management cycle and tools, how and when to use them
- The importance of emotional intelligence when dealing with people
- What is Job Analysis and how it relates to performance management
- How to set clear goals and objectives and to provide visibility and clarifying accountability related to performance expectations
- How to identify common causes of under-performance and how to motivate staff to improve
- The stages of change and how employees react in each stage
- How to work with individual employees based on their change readiness level to garner support for improvement
- Their personal life values and how these influence their decision-making
- How to identify employee competencies and how to use them for performance management
- How to prepare for and undertake an effective performance review meeting
- How to create a performance plan
Course Benefits
Implementing the principles promoted in this course will have the following impacts on an organisation
In addition, delegates will return to their organisations equipped with the theoretical and practical knowledge to immediately transform their performance management implementation, thus increasing their job satisfaction and engagement.
- Increased effectiveness of the performance management process by enhancing individual performance management skills
- Tighten the link between strategic business objectives and day-to-day actions
- Improved employee engagement within the organisation or delegate’s sphere of influence
- Employee behaviours aligned to organisation’s values
- Increased understanding of how to develop high performing teams and team members
- Better preparation to have conversations about performance with subordinates
- Better savings,
In addition, delegates will return to their organisations equipped with the theoretical and practical knowledge to immediately transform their performance management implementation, thus increasing their job satisfaction and engagement.
Who Should Attend?
The course is suitable for anyone involved in managing and supervising other employees or external experts. It is targeted at:
- Directors & HR Managers or Advisors
- Senior Managers & Experts who are looking to improve their performance management skills
- Line Managers & Non-HR Leaders
- Project Managers
- Individuals who are looking to lead themselves and prepare for personal success
- Employees looking to get into management or supervisory positions
Price
Open Course - K1,250 per person per day (excluding VAT). The cost of our open courses includes the learning materials, refreshments during the day and lunch. Delegates from out of town should make their own accommodation arrangements.
Summary Contents
Introduction to Performance Management – Definitions & World Context
a. What is Performance Management (PM)
b. PM and Organisational Objectives, Mission & Vision
c. Performance Management Cycle
d. Doing Business in a Changing World
e. PM An On-Going Dialogue
f. Tools of PM
Performance Management & Emotional Intelligence
a. What is Emotional Intelligence?
b. The Emotional Intelligence Framework;
i. Intrapersonal Realm
ii. Interpersonal Realm
iii. Adaptability Realm
iv. Stress Management Realm
v. The General Mood Realm
c. Relationship Between Emotional Intelligence in PM
Performance Management – The Beginning (Planning: Job Analysis & Motivation)
a. Job Analysis – What do you need to do the Job?
b. Job Descriptions & Person Specifications
c. Motivation & Performance (who am I motivating?)
d. Why do people under perform?
Performance Management – The Beginning (Planning: Establishing Performance Goals & Time Management)
a. Why Set Goals?
b. The Nature of SMARTRA Goals
c. Driving strategy through PM
d. Where did the Time Go?
e. Monitoring Goals
f. Group exercise
Performance Management - Case Study
a. What went wrong with Foodbase Agro Logistics?
b. Performance Management Roles
Performance Management – Introduction to Change Management & Kolb’s Learning Cycle
a. What is Change?
b. What is Change Management?
c. Theories of Change & Applications
d. Employee Attitudes to Change Management
e. Change Readiness & Employee Engagement
f. The Change Process – Addressing the Human Side of Change
g. Kolb’s Learning Cycle
Creating a PM Culture – Personal & Organisational Values (Is PM a Normal Part of Your Organisation?)
a. What are Values? What is Culture?
b. Sources of Values
c. Types of Values: Ends & Means Values
d. Identification of Values
e. Values Alignment & Goal Attainment
f. Living your Organisational Values
g. Integrating Values into your Culture
h. How PM contributes the organisational culture
Introduction to Competency Based Performance Management
a. What is a Competency?
b. Importance of Competences & Competency Profiling
c. Link between competencies and values/culture
d. Leadership competencies for PM
e. How to implement a Competence-Based PM System
f. Use of Competencies in Employee Development
g. Outputs or Behaviours in PM?
h. Case Study/Group Exercise
Preparing for & Undertaking a Performance Appraisal: Feedback is a Gift
a. Before you speak, Listen
b. Types of Feedback (3600, One-on-One, Group, written, etc)
c. Feedback is a Gift Exercise
d. Continuous Preparation – Integrating a Performance Culture
i. Before the PA
ii. During the PA
iii. After the PA
e. Performance Based Rewards
f. PA Group Exercise
Creating a Performance Development Plan & Workshop Closure
a. What is a Development Plan?
b. Contents of a DP
c. Current skills and competencies
d. Job Requirements
e. Future Skills & Competencies
f. How to facilitate development
g. PM & Carer Planning
h. Summary & End of Programme
a. What is Performance Management (PM)
b. PM and Organisational Objectives, Mission & Vision
c. Performance Management Cycle
d. Doing Business in a Changing World
e. PM An On-Going Dialogue
f. Tools of PM
Performance Management & Emotional Intelligence
a. What is Emotional Intelligence?
b. The Emotional Intelligence Framework;
i. Intrapersonal Realm
ii. Interpersonal Realm
iii. Adaptability Realm
iv. Stress Management Realm
v. The General Mood Realm
c. Relationship Between Emotional Intelligence in PM
Performance Management – The Beginning (Planning: Job Analysis & Motivation)
a. Job Analysis – What do you need to do the Job?
b. Job Descriptions & Person Specifications
c. Motivation & Performance (who am I motivating?)
d. Why do people under perform?
Performance Management – The Beginning (Planning: Establishing Performance Goals & Time Management)
a. Why Set Goals?
b. The Nature of SMARTRA Goals
c. Driving strategy through PM
d. Where did the Time Go?
e. Monitoring Goals
f. Group exercise
Performance Management - Case Study
a. What went wrong with Foodbase Agro Logistics?
b. Performance Management Roles
Performance Management – Introduction to Change Management & Kolb’s Learning Cycle
a. What is Change?
b. What is Change Management?
c. Theories of Change & Applications
d. Employee Attitudes to Change Management
e. Change Readiness & Employee Engagement
f. The Change Process – Addressing the Human Side of Change
g. Kolb’s Learning Cycle
Creating a PM Culture – Personal & Organisational Values (Is PM a Normal Part of Your Organisation?)
a. What are Values? What is Culture?
b. Sources of Values
c. Types of Values: Ends & Means Values
d. Identification of Values
e. Values Alignment & Goal Attainment
f. Living your Organisational Values
g. Integrating Values into your Culture
h. How PM contributes the organisational culture
Introduction to Competency Based Performance Management
a. What is a Competency?
b. Importance of Competences & Competency Profiling
c. Link between competencies and values/culture
d. Leadership competencies for PM
e. How to implement a Competence-Based PM System
f. Use of Competencies in Employee Development
g. Outputs or Behaviours in PM?
h. Case Study/Group Exercise
Preparing for & Undertaking a Performance Appraisal: Feedback is a Gift
a. Before you speak, Listen
b. Types of Feedback (3600, One-on-One, Group, written, etc)
c. Feedback is a Gift Exercise
d. Continuous Preparation – Integrating a Performance Culture
i. Before the PA
ii. During the PA
iii. After the PA
e. Performance Based Rewards
f. PA Group Exercise
Creating a Performance Development Plan & Workshop Closure
a. What is a Development Plan?
b. Contents of a DP
c. Current skills and competencies
d. Job Requirements
e. Future Skills & Competencies
f. How to facilitate development
g. PM & Carer Planning
h. Summary & End of Programme
Seat Availability
Limited to 30 only confirmed by proof of payment.