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<\/a><\/strong><\/p>\nWhat is the most important element of an organizations success today? I believe you got it right; its people. Motivated, trained and experienced employees drive creativity, strategy and profits. This hands-on performance management program empowers with current skills required to manage talent, develop potential and close under-performance gaps.<\/p>\n
Course Highlights and Agenda;<\/strong><\/p>\n Specifically designed for those with management accountability, participant will learn;<\/p>\n <\/p>\n Not all performance management issues are negative. With this in mind the programme is split into too critical areas:<\/p>\n Many training programmes fail to acknowledge that while it is essential that managers deal with the effects of poor performance, they should also be devoting significant amounts of time and resources to helping the good performers in their teams to raise their game to new heights.<\/p>\n Managers invariably find themselves spending the bulk of their time dealing with the performance of their weakest team members. This is usually at the expensive of investing more time with the strongest team members, who are often responsible for the bulk of performance success. This course will help you address this all too common in-balance!<\/p>\n Program Content;<\/strong><\/p>\n Understanding the Rationale for Performance Management<\/strong><\/p>\n EXERCISE: Practical group discussion: what works well for you and what needs to improve?<\/p>\n The Importance of Pre-Empting Performance Issues<\/strong><\/p>\n EXERCISE: Practical group case study: how would you manage the performance of key individuals?<\/p>\n <\/p>\n Dealing with Poor Performance A Manager’s Survival Guide<\/strong><\/p>\n EXERCISE: Poor performance situations for group discussion, practice and feedback<\/p>\n Implementing a Performance Management Process: A Best Practice Approach<\/strong><\/p>\n EXERCISE: Responding appropriately to different emotions and characteristics.<\/p>\n <\/p>\n Essential Communication Skills<\/strong> EXERCISE: Examining real-life situations that delegates are invited to bring with them<\/p>\n Motivation and Performance Management<\/strong> EXERCISE: Motivation what makes you and your team tick?<\/p>\n Applying Performance Management Principles to Team<\/strong> EXERCISE: Questionnaire, analysis and discussion of team behaviour versus performance<\/p>\n Aligning Performance Management and KPIs<\/strong><\/p>\n Is your team’s performance reaching company targets? There’s constant pressure to achieve performance targets, to reach higher performance levels, and to ensure that people’s work supports and furthers the organization’s goals.Performance management is the process used to manage this performance. The Role of the Manager in Maintaining High Levels of Performance<\/strong> EXERCISE: Practical group discussion: what works well for you and what needs to improve?<\/p>\n Turning Good Performers into Great Performers<\/strong> EXERCISE: Practical group discussion: Question the question, how good are you at developing your team?<\/p>\n Time Management Review – Where are You Spending Most of Your Time?<\/strong><\/p>\n EXERCISE: Key questions to make you challenge your logic and question your approach!<\/p>\n <\/p>\n Struggling with Key Performance Indicators ?<\/strong><\/p>\n It’s no surprise that Key Performance Indicators are difficult to set up and manage. The underlying issue is not the KPI’s themselves. Once Key Performance Indicators are set, most employees know what they need to do in order to achieve their critical success factors. The problems with KPI’s are :<\/p>\n <\/p>\n Problem 1<\/strong> : KPI’s are written in language which allows people to “game” the system and avoid the intent of the KPI. The impact is that employees get paid their bonuses but the organisation doesn’t perform any better and can even perform worse.<\/p>\n Solution 1 <\/strong>: This can be significantly improved by engaging Dolphins Group’s consulting team to review existing KPI’s and recommend changes. Dolphins Group has patented a method which will align the KPI’s with the strategy of the organisation, while protecting the intent an driving employee performance.<\/p>\n <\/p>\n Problem 2 <\/strong>: The reasons for needing particular Key Performance Indicators are never adequately understood by the workforce. The impact is that employees work hard to achieve goals for which they don’t have any context or meaning. In the absence of context, employees don’t know “Why?” they need to achieve their KPI’s and their work effort is often misdirected or misaligned. At the performance review employees think they have done excellent work but their manager gives them a low rating at their annual appraisal.<\/p>\n Solution 2<\/strong> : Helping managers and employees to understand the meaning of their KPI’s is conducted through workshops run by Dolphins Group. The workshops are consistently rated highly by all participants and helps them to understand Why? the KPI’s should matter to them. <\/p>\n Problem 3 <\/strong>: The reasoning behind the KPI’s themselves is not analysed properly by the executive and management teams. This does not sit well but is prevalent in 90% of organisation’s. Often, Key Performance Indicators are set without understanding their true impact on the organisation. The impacts of actually achieving the KPI’s are not connected to the organisation strategy and the original intent of the KPI is not achieved.<\/p>\n Solution 3 <\/strong>:<\/p>\n : Dolphins Group through our Executive Software Architect Team and has developed software entitled eMasters, which helps managers to analyse KPI’s and determine whether the intended impact on the organisation is the same as the reason the KPI was created. This enhances the decision making capability of the manager by using evidence based data the manager does not have ready access to.<\/p>\n eMasters is used to map intended impacts verses actual impacts for that KPI. This service is provided as a consultation and eMasters software license.<\/p>\n <\/p>\n Problem 4<\/strong> : If Key Performance Indicators have been established effectively, it should be possible to predict and quantify the impact on the organisation. For example, if the organisation needs to improve customer service, should the KPI be set for training existing service consultants or hiring new consultants with a different job profile or preventing the best consultants from leaving by better engaging them and setting up a career plan ? All three initiatives have an impact but few organisation’s understand which of the three impacts will directly affect customer service.<\/p>\n Solution 4<\/strong> : eMasters has been designed to predict the true impact of a KPI on the organisation. This requires behavioural analysis, which can only be conducted by a seasoned organisational psychologist. By combining effective KPI’s with correlated outcomes, eMasters is then able to predict how much of a particular intervention is required to achieve the required level of the KPI. The eMasters software is set up once to suit your organisation and KPI’s and then allows you to use it to manage your KPI’s more effectively.<\/p>\n eMasters helps managers and executives to understand the KPI’s they set for their employees and why their employees don’t achieve them. Managers need the decision support capabilities in eMasters to help them understand the relationshoip between employee’s organisational behaviour drivers (personal, job and organisational culture drivers) and KPI’s they are assigned.<\/p>\n EMasters provides an evidence based approach to improve manager’s understanding of KPI’s. Rather than relying on the manager’s gut feel or experience, eMasters goes a step further and uses hard data collected from the organisation to understand the relationship between the KPI itself and the motivational drivers for the employee to achieve that KPI.<\/p>\n Armed with evidence, managers are therefore enabled to take a more strategic approach and to set up KPI’s which help execute the strategy using an evidence based approach. In most cases, organisations already have information they can use but don’t yet comprehend that the same information can be used to help employees achieve their KPI’s. eMasters has data mining capability which extracts this data from existing databases on company servers and then performs rigorous analysis on the data to help organisations achieve their KPI’s. eMasters is then able to predict which of the factors affecting employees require targetted interventions to achieve the KPI’s set by the managers. This can reduce training and development costs signficiantly by reducing interventions which affect the factors not related or poorly linked to the KPI’s in the first place. Finally, by targetting the correct interventions, the KPI is better tuned to the intervention, helping the employee to actually achieve the KPI.<\/p>\n Software Presentation.<\/strong><\/p>\n Dolphins Group – eMasters Software for KPI Decision Support Outline;<\/strong><\/p>\n The emasters online software comprehensively covers the following elements,<\/p>\n Enables Employees to input ongoing challenges in BSC(Balance Score Card)<\/p>\n <\/p>\n Allows Employee to give input in BSC duties<\/p>\n <\/p>\n Empowers Employees to feed in additional KPIs<\/p>\n <\/p>\n Contains Excellent Dashboard for system overview at the beginning and at the end, enhanced with wording and images<\/p>\n <\/p>\n Allows versatility by Bringing in different modules around the HR e.g. Sales, CRM, Accounting\/Finance, Operations, Legal, Government Regulations, Partners at a click of a Burton. <\/p>\n Training Development Unit.<\/strong><\/p>\n <\/p>\n Dolphins Training & Consultants ltd<\/strong><\/p>\n View Park Towers ,10th Fl ,Utalii Lane & L584-off UN Avenue, Gigiri.<\/strong>\n
Implementing eMasters Software for KPI Decision Support..<\/strong><\/h3>\n
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\n2. How to turn good performance into great performance<\/li>\n<\/ol>\n\n
\nAssessing the performance cultures:
\n– Organisational
\n– Department
\n– Team
\n– Individual
\nUnderstanding the role of performance management in gaining the competitive edge
\nApplying different performance standards and measures
\nPerformance management vs. disciplinary processes<\/li>\n<\/ul>\n\n
\nDo you have a performance management problem or a HR problem?
\nWhat pre-emptive actions do you have at your disposal as a manager?
\nHow to assess the likely impact of the issue
\nLinking performance management challenges to the appraisal process
\nWhy most managers bury their head in the sand rather than addressing performance issues at the early stages
\nHow to approach the initial stages of a performance management problem
\n– Get your facts 100% accurate
\n– Assessing if the problem lies with the person or the situation
\n– Getting past the implied issue to the explicit issue
\n– De-personalising the situation<\/li>\n<\/ul>\n\n
\nThe importance acting swiftly – damage limitation
\nGetting to the heart of the real problem
\nHow deeply can you probe without compromising the rights of the employee?
\nWhat is perceived to be the problem is unlikely to be the real cause
\nAddressing a sudden drop in performance
\nEnsuring your practices are compliant with modern HR constraints
\nPresenting the business case for improvement
\nCritical assessment: how likely is it that the issue can be solved through a performance management process?
\nAssessing when its appropriate to involve HR in the process<\/li>\n<\/ul>\n\n
\n– Problem
\n– Expectation
\n– Gap
\nHow to communicate with the team or individual concerned
\nPreparing for the emotional impact:
\n– Anger
\n– Resentment
\n– Apathy
\n– Hysteria
\n– Depression
\nEnsuring you take the person out, but leave the problem in
\nHow to diffuse emotionally charged scenarios
\nPreparing for a performance management meeting
\nConducting a positive review when there is no improvement<\/li>\n<\/ul>\n
\nSet the rationale (business case) for the process being implemented
\nHow to illicit detailed feedback
\nPresent expectations, requirements, outcomes and objectives explicitly
\nCheck for shared understanding, compliance and commitment
\nSetting tangible, performance focused objectives
\nManaging time-scales, feedback and work-flows
\nClarifying agreements and expectations from all parties<\/p>\n
\nKeeping them motivated during the performance management process
\nStriking the balance between fear and reward
\nUnderstanding motivational triggers
\n– Individual
\n– Team
\nHow to de-motivate in one easy lesson!
\nEmpowering individuals through recognition, challenge, delegation and feeling valued
\nUsing money as a motivational tool
\nReviewing progress and rewarding successes<\/p>\n
\nGetting to grips with the performance differences between teams and individuals
\nIdentifying the root causes of mediocre team performance
\n– Toxic individuals
\n– Negative influence
\n– Environmental challenges
\n– Unrealistic expectations
\n– The human impact of change
\nIdentifying what changes can be made immediately
\nImplementing a team-wide performance management process
\nThe importance of empowering and motivating teams through times of change and uncertainty
\nDifferentiating between reward and motivation
\nEmpowering individuals through effective delegation<\/p>\n
\nThe key question asked is, “How well is an employee applying his or her current skills, and to what extent is he or she achieving the outcomes desired?”
\nThe answer has traditionally been found in the performance evaluation process, where managers look for hard data to tell how well an employee has performed his or her duties.
\nWhat is often missing from this evaluation, however, is the part about making sure that the employee is doing the right thing. After all, you may have a very hard-working and dedicated team member, but if he or she is not working on things that advance the organization’s purpose, what is the point?
\nThis is where key performance indicators come into play, and they apply both at the organizational and individual levels. At an organizational level, a Key Performance Indicator (KPI) is a quantifiable metric that reflects how well an organization is achieving its stated goals and objectives.<\/p>\n
\nWhy accepting personal responsibility and ownership for performance is a number one priority
\nCreating and environment where individuals and teams can thrive what does the team need from you?
\nAre goals, objectives and requirements clearly communicated in your department?
\n– If yes, how do you know?
\n– If no, why not?
\nEnsuring subordinates really understand what is expected of them
\n– Before laying blame, assess how well tasks and functions were delegated and communicated
\nThere are two options available to every manager when performance is an issue: take action, or not take action
\n– Assessing the impact and pros and cons of each option
\nKeeping cool under pressure a practical approach<\/p>\n
\nConsistency in approach when reviewing team performance
\nBenchmarking core competencies and spotting potential
\nTaking developmental risks and follow-through in decision making
\nThe manager as a coach in propelling performance to new heights:
\n– Abilities in assessing staff development needs
\n– Coaching techniques
\n– Coaching qualities
\nA model for coaching
\nSuccession planning and staff retention factors<\/p>\n\n
\nUnderstanding why we can be subjective instead of objective with performance issues
\nWho are your A star performers and how do you value their contribution what lessons can be learned?
\nPlanning and prioritising your time between A, B and C star performers what is your ratio calculation?
\nIdentifying the hidden, silent superstars in your team and tapping into their potential
\nWho offers the best return on investment, and how do you apply your findings?<\/li>\n<\/ul>\n
\n“When employees struggle to achieve the KPI’s, managers and executives are challenged to understand the reason for difficulties in achieving those KPI’s”<\/p>\nThe eMasters Software for KPI Decision Support<\/strong><\/h3>\n
\nDolphins Group uses this data to map the correlates\/antecedents of three drivers to the intended impacts of the KPI’s. Therefore, an organisation specific system using eMasters is able to be made available to each unique business. This means the decision making capability of the management team is enhanced because they can thereafter use eMasters to understand the reasons for the problems with KPI’s and how those KPI’s affect company profit, customer service levels, employee retention, client turnover and execution of the operating plan or strategy.<\/p>\n\n
\na. Employees
\nb. Contracts<\/li>\n
\na. Applications<\/li>\n
\na. Employee Transfer
\nb. Employee Termination<\/li>\n
\na. Disciplinary Details
\nb. Disciplinary History<\/li>\n
\na. Training Request
\nb. Training Course
\nc. Accredited Training Institutions
\nd. Department Training Budget
\ne. Training Summary<\/li>\n
\na. Leave Requests
\nb. Allocation Requests
\nc. Leave Booking for planning
\nd. Leaves Summary<\/li>\n
\na. Appraisals
\nb. Interview Requests<\/li>\n
\ni. Balanced Scorecard Template
\nii. Balanced Scorecard<\/li>\n
\na. Employee Pay Slips
\nb. Payroll Batches<\/li>\n
\na. Configure
\nb. Organization Structure<\/li>\n
\na. Job Positions
\nb. Departments
\nc. Leave Types
\nd. Appraisal Plans
\ne. Payroll
\ni. Salary Structures
\nii. Salary Rules<\/li>\n<\/h2>\n
Other Key Additional Features<\/strong>;<\/h2>\n
\nPutting all together..<\/strong>
\nTo ensure that these activities are in fact aligned with the organization’s strategy, you need to concentrate on what the employees are actually doing. You do this through performance management. By applying the principle of KPIs to employee goals and performance, you create a direct link between all of the key success factors that have been derived from the overall strategy. The result is that members of your team actually do what they should be doing, and that your measurements for determining how well they are doing are clearly tied to the team and organizational success.<\/p>\n
\nP O Box 27859 00100 Nairobi, Kenya Tel +254-20-2211362\/4\/5 or 2211382 Cell+254-712-636404
\ntraining@dolphinsgroup.co.ke<\/a><\/u> www.dolphinsgroup.co.ke<\/a><\/u><\/p>\n