Course Details
Managing Team and Individual Performance – How to appraise, Developing and motivate your staff
Overview
Despite our increasing use of modern technology, it is people’s performance that lies at the heart of successful organisations. And at the heart of people’s performance is the working relationship with their immediate manager. This course is designed to show you how to manage and develop staff performance positively and effectively with beneficial results for both your staff’s performance and their satisfaction with you as a manager.
Note. This course tailors very successfully to an organisation’s appraisal process, helping managers develop their practical skills and positive attitudes towards formal appraisal.
Clear, focused and useful. Clarified and crystallised a number of issues that I have been struggling with and offered real solutions.
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Course Booking and Venue Information
Managing Team and Individual Performance – How to appraise, Developing and motivate your staff
| Date | Duration | Cost | Venue | Places Left | |
|---|---|---|---|---|---|
26-04-2010 |
2 day(s) |
£895 |
West One |
fully booked |
|
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Who Should Attend?
All managers, supervisors, team leaders and project managers accountable for others’ performance.
Course Objectives
[show/hide]This is fast-moving and enjoyable course packed with proven advice. You will be able to practice each step on case studies during small-group exercises before applying it to your own situation. You will leave the course with practical ideas you can implement quickly and a detailed workbook that will prove a valuable source of reference for years to come.
Call 0800 321 7077book now
Focus
[show/hide]- How appraisal and effective management overlap
- The three parts of every manager’s job and why it is easy to neglect the vital one.
- What is really meant by ‘working smarter not harder’ and how to incorporate performance leverage into your management style.
- How to clarify performance expectations quickly and incisively.
- The criteria for clear objectives even where performance is difficult to measure.
- How to communicate and agree both ‘hard’ and ‘soft’ performance expectations.
- How to avoid the two main objective-setting problems and ensure that the key responsibilities and objectives you agree are clear.
- How to explain and use values and competencies in performance reviews.
- How to monitor performance quickly and easily in ways that motivate staff.
- How to assess performance, contribution and added value accurately.
- How to obtain and deliver quality feedback on staff performance, including how to use 360-degree appraisal as a positive and welcome tool
- How to avoid even inadvertent bias.
- How to give clear and confident feedback in ways that improve performance and motivation.
- Six 'golden rules' to make face to face performance reviews really effective
- The four reasons why performance drifts, how to recognise them and what to do about each of them
- How to ensure that staff development leads to demonstrable performance improvement.
- How to 'sell' the idea of appraisal to contract staff and sub-contractors who need not be 'officially' appraised
- How to make appraisal part of your management style ensuring that you reach consensus on performance issues and actions more easily.
Call 0800 321 7077book now
About the Trainer
[show/hide]
Ask Terry Gillen a Question !
Terry Gillen is a consultant trainer and author specialising in subjects that improve people’s performance, relationships and well-being at work. He is a Chartered Fellow of, and Registered Trainer with CIPD, a member of CIPD’s management Skills Faculty and a member of the editorial advisory board of Training Journal: the Journal for Learning & Development.
During his 30-year career in people development he has worked in the public sector, private sector and consultancy. As well as running courses throughout the UK, Europe and Far East, he has written twelve books and trainers’ resources (one with Professor John Adair) which, together, have been translated into sixteen languages. He has also consulted on e-learning programmes and training videos and contributed to articles on management skills to journals and newspapers such as People Management, Training Journal, Strategic HR Review, The Times, Observer, Guardian and The Wall Street Journal.