Copyright 2013 Hendry Performance Development Ltd - All Rights Reserved. Performance Management & Development

Transcription

1 Performance Management & Development

2 Moving Into Management New or inexperienced managers and supervisors or those who have not been trained in the role Benefits & Outcomes By the end of the programme, participants will be able to Identify the expectations on and responsibilities of managers and supervisors Understand their influence on the success of their team Manage their own and their team s time more effectively Understand the stages of team development and how they can influence them positively Clarify their own and their team members roles and responsibilities Clarify acceptable behaviours and what success looks like Improve team communication and focus the team on achieving objectives Lead their team in effective problem solving Apply techniques for motivating and developing their team Understand how to get commitment to change including new methods and procedures THE ROLE & RESPONSIBILITIES OF A MANAGER TIME, TEAM & LEADERSHIP PROBLEM SOLVING & COMMUNICATION MOTIVATION & CHANGE The New Manager/Supervisor And Working Through The Transition Curve Transition The Role of a manager/supervisor Rights and Responsibilities The Player/Manager Continuum What People Need to Perform Well Clarifying Roles Agreeing Objectives Managing or Leading? Transactional and Transformational Management Leading Continuous Improvement Managing Your Own And Your Team s Time Working Out Priorities urgent or important Common Time Wasters Managing Staff To Control Time Use Planning Days and Tasks Working With Your Team The Roles Individuals Play In Teams The Stages Of Team Development How To Flex Your Leadership Style Situational Leadership Problem Solving The Problem Solving Cycle Using Cause & Effect Chains Introduction To Communication The Underlying Process Barriers to Effective Communication Developing Key Communication Skills Active Listening The Funnel Questioning Technique Understanding Motivation Avoiding stereotyping Key Motivational Thinking My Team And Their Motivation Gaining Commitment to Change How To Get Support For Change The importance of ownership Some short inputs, facilitated discussions, practical activities both short and extensive. The focus will be on the practical application of learning when delegates return to work

3 Supervisory Management Who for Established or newly-appointed supervisors who have previously received no training in management Benefits and Outcomes By the end of the programme, delegates will be able to Use a common language and have insights into a range of management fundamentals Identify the expectations on and responsibilities of supervisors Understand their influence on the success of their team Differentiate between leadership and management Manage their own and their team s time more effectively Clarify their own and their team members roles and responsibilities Clarify acceptable behaviours and what success looks like Improve team communication and focus the team on achieving objectives Apply techniques for motivating and developing their team In addition, each participant will have a list of actions for implementation after discussion with their immediate manager Change and Transition The Role of a manager/supervisor What People Need to Perform Well Managing or Leading? Getting Organised Managing Your Own And Your Team s Time Giving & Receiving Feedback Problem Solving Working With My Team An Introduction To Communication Problem Solving How To Flex Your Leadership Style Developing Key Communication Skills What The Supervisor Can Do To Encourage Good and Prevent Poor Performance Understanding Motivation Gaining Commitment to Change Managing and Developing Performance Developing Performance Through Coaching Delegating Effectively Action Planning The programme comprises discussions, small group working, practical activities and short inputs.

4 Experienced Manager Development Experienced managers who want to increase confidence and competence when managing the performance of others. This programme assumes knowledge of all topic areas and concentrates on refining insights and dealing with issues and problems experienced. Benefits & Outcomes By the end of the workshop, participants will have refreshed and developed their ability to: Understand their roles and responsibilities as managers and leaders Understand the importance of and approaches to effective performance management Recognise the importance of acting with fairness and consistency Give constructive feedback to improve performance Successfully discuss performance problems Set clear objectives for performance and refine the performance of team members Use non-directive approaches to problem solving Management & Leadership Roles, Rights & Responsibilities Leader or Manager? Leadership Activities Developing a vision for the team Setting People Up To Succeed What people need to perform well The cost of recruitment Effective induction plans Managing transition Providing A Template For Success Linking individual objectives to organisational goals Agreeing meaningful performance measures and standards Communicating Effectively Causes of issues and problems Active listening a reminder Using the Exploring Issues model to solve problems Influencing Styles push versus pull Performance Management The manager s role Managing outstanding and poor performance The need for fairness and consistency Discussing performance problems and issues Understanding the impact of our style on performance Conflict Styles and Managing Conflict Effectively Performance Development Giving helpful feedback to refine performance Selecting the right learning approach Using coaching to develop contribution Using behaviour modelling and consequences to shape performance Putting Learning Into Practice Action planning for application of learning Review of Action Plans Clinic on issues and problems arising Developing High Performance Teams Spotting Clues and Cues A pragmatic approach building on the experience and insights of the participants and using their own issues as examples

5 Appraisal, Performance Planning & Performance Development All those who need to carry out Appraisals and Performance Reviews and Planning and wish to do so with greater relevance to themselves and the people involved plus have a significant positive impact on performance. Benefits & Outcomes By the end of the programme participants will Recognise how the effective use of the process can help them achieve their business goals Understand the process and their part in it Have developed the knowledge and skills required in o Clarifying roles and expectations o Jointly developing meaningful objectives o Identifying actual and potential blocks to performance o Creating personal development plans o Creating a plan to develop the conditions for success o Reviewing progress What People Need to Perform Well How The Process Can Develop Performance The Three Stages Preparation, Schedule of Meetings, Follow-up How to Prepare and Develop Motivation Before The Meeting Managing the Paperwork to Focus on Outcomes How to the Meeting Clarifying Expectations Roles and Priorities Objectives with Agreed Performance Measures and Standards Agreeing Acceptable Behaviours Listening and Questioning Skills Giving and Receiving Feedback Planning for the Future Planning Performance o Identifying Actual and Potential Blocks to Performance and What Can Be Done About Them o Creating A Realistic Joint Action Plan o Developing the Partnership After The Meeting Managing On-going Performance o Keeping High Performers Motivated o Diagnosing and Remedying Poor Performance o Dealing With Unacceptable Behaviour A pragmatic approach which helps participants focus on achieving outcomes from their process that will lead directly to improved performance from the individual and the team. The programme provides opportunities to explore problematic areas and to develop skills in a supportive environment

6 Managing People Performance Experienced managers who want to increase confidence and competence when managing the performance of others. This programme assumes knowledge of all topic areas and concentrates on refining insights and dealing with issues and problems experienced. Benefits & Outcomes By the end of the workshop, participants will have refreshed and developed their ability to: Understand their roles and responsibilities as managers and leaders Understand the importance of and approaches to effective performance management Recognise the importance of acting with fairness and consistency Give constructive feedback to improve performance Successfully discuss performance problems Set clear objectives for performance and refine the performance of team members Use non-directive approaches to problem solving Management & Leadership Roles, Rights & Responsibilities Leader or Manager? Leadership Activities Developing a vision for the team Setting People Up To Succeed What people need to perform well The cost of recruitment Effective induction plans Managing transition Providing A Template For Success Linking individual objectives to organisational goals Agreeing meaningful performance measures and standards Communicating Effectively Causes of issues and problems Active listening a reminder Using the Exploring Issues model to solve problems Influencing Styles push versus pull Performance Management The manager s role Managing outstanding and poor performance The need for fairness and consistency Discussing performance problems and issues Understanding the impact of our style on performance Conflict Styles and Managing Conflict Effectively Performance Development Giving helpful feedback to refine performance Selecting the right learning approach Using coaching to develop contribution Using behaviour modelling and consequences to shape performance Developing the Team Clinic on issues and problems arising Developing High Performance Teams A pragmatic approach building on the experience and insights of the participants and using their own issues as examples

7 Business Improvement Fundamentals All those who have an interest in improving the performance of themselves, their teams and the processes they work with Benefits & Outcomes By the end of the programme, participants will Have a clear understanding of how they can measure the effectiveness of their team See process improvement as a part of everyday life Understand flow charting, problem definition and resolution tools and decision making processes as ways of improving processes and procedures A workshop of minimum 12-hours. Can be run over two or three days An Introduction To Continuous Improvement Principles The Performance Improvement Cycle The Three Underlying Principles Identification Of Potential Improvement Areas Agreeing Standards And Objectives How To Set And Agree Effective Objectives Determining Performance Measures And Standards An Overview Of Mapping Techniques Identifying The Process Identifying Stakeholders And Their Requirements Identifying Sub-Processes Establishing Points In The Process Where Improvements Could Be Made Or Where There Are Problems Applying Pareto's Law (The 80:20 Rule) The significant few versus the trivial many Simplification of processes and procedures Getting closer to the customer Determining The Cause(s) Of Problems Cause And Effect Chains Fish Bone Diagrams Identifying Ideas And Developing Solutions Divergent And Convergent Thinking Brainstorming Developing Solutions Decision Making And Risk Analysis The Decision Making Process The Importance Of Commitment Introduction To Risk Analysis Action Planning Participants work on their own and colleagues areas of responsibility through a series of practical activities and exercises

8 Leadership Skills and Team Development Managers and supervisors who wish to increase their ability to inspire improved performance from individuals and teams. Outcomes & Benefits By the end of the programme participants will Understand the difference between managers and leaders Recognise the characteristics of effective leaders Have developed key leadership communication skills listening, questioning, presenting Understand current thinking on effective leadership Understand how effective their current leadership style is Know how to adjust their leadership style to meet the needs of different team members Understand the development phases of a team Have practical methods of increasing the effectiveness of their teams Have practiced leading a team and received feedback on their effectiveness Have a series of actions to take back to the workplace and apply to their teams including creating a vision of success The Difference Between Managers And Leaders The Key Characteristics Of Well-Known Leaders Action Centred Leadership, Situational Leadership, Servant Leadership Identifying Personal Leadership Style Range Evaluating Effectiveness Of Personal Leadership Styles Listening, Questioning And Presenting Skills The Stages Of Team Development Individual And Team Development Methods Agreeing Challenging Goals Reviewing Performance Giving And Receiving Feedback Action Planning This is an intensive course with short inputs, discussions, exercises and practical activities

9 An Introduction To Team Development Those who need to develop the cohesion and performance of small, medium or large teams Benefits and Outcomes By the end of the programme participants will have Greater clarity on what teams need to perform well and how to ensure this is in place Improved insights into developing working relationships and the use of individual and team strengths Enhanced ability to focus the team on achieving goals A clear plan of action to develop their own team A workshop of minimum 12-hours. Can be run over two or three days The Stages Of Team Development The Roles And Styles Available To You As Leader The Roles Required In Effective Teams What Individuals And Teams Need If They Are To Perform Well Developing Team Ambition Identifying and Communicating The Team Image Clarifying Acceptable Team Behaviours And What Success Looks Like Improving Communication Within And From The Team Agreeing es To Individual And Team Development Dealing With Issues Affecting Team Cohesion A practical approach using short inputs, discussions, and practical activities supported by comprehensive notes. Templates for practical application with participants' own teams on return to the workplace included.

10 Developing High Performing Teams Those who need to further develop the cohesion and performance of teams Benefits and Outcomes By the end of the programme participants will have Greater clarity on what teams need to perform to a high level and how to ensure this is in place Improved insights into how to make their leadership approach more appropriate Enhanced ability to focus the team on achieving goals A clear plan for developing the team towards self-management so as to be more responsive to business needs A workshop of minimum 12-hours. Can be run over two or three days High Performance Teams - making a judgement on your team and identifying priorities for attention Using assertion to agree appropriate leadership styles and team roles Reinforcing team behaviours and driving towards high levels of success Enabling your team to manage change Enabling your team to become self-managing A pragmatic approach, using the scenarios of participants to develop insights.

11 An Introduction to Developing People Those who have responsibility for developing the competence and performance of individuals and teams Benefits and Outcomes By the end of the programme participants will Understand the benefits and implications of developing people Understand how people learn and their preferences for doing so Understand how to identify learning needs and how to prioritise them Be able to construct a training matrix Understand how to agree a Development Plan A workshop of minimum 12-hours. Can be run over two or three days Why Develop People Understanding Learning Styles Identifying Learning Needs Meeting Learning Needs Recording & Planning Training Insights Into The Training Cycle and The Coaching Process Giving Feedback Agreeing A Development Plan Application In Practice Planning For Applying Learning A workshop with short inputs, discussion and practical activities

12 Making Changes Happen (Developing the skills of managing change) Those who have to plan and implement their own or other people s changes. This will include the introduction of new procedures, policies, ways of team working and organisation structures. Benefits & Outcomes By the end of the workshop, participants will be able to: Recognise the difference between Change and Transition Understand why changes succeed or fail Diagnose what is needed to make a change successful in a given situation Effectively plan their own changes so as to increase their chances of short and long-term success Change & Transition o The difference o The Transition Curve and its implications Keys to Successful Change o Why change fails o Rules of thumb for success What Is Change Management? o The role of the manager o Facilitating and controlling the changes o Understanding and catering for the impact of change A Six Step Process for Managing Change Effectively Identifying The Need For Change o Understanding, Defining And Agreeing The Situation And Change Goals o Identifying stakeholders o Using tools such as Cause & Effect Chains, Fish Bone Charting, Force Field Analysis Contracting with the stakeholders o Working With Stakeholders To Develop An Agreed Strategy Diagnosing Readiness to Change o Deciding on the extent of Consultation or Imposition, Using he Adoption Communication Model to develop a communication strategy o Developing And Getting Buy-In To The Detailed Plan Effective Implementation Of The Change Plan o The use of pilot schemes o Implementing communication and monitoring it effectiveness o Training people in new skills Reviewing Effectiveness And Learning Lessons Very practical, based on extensive experience of helping organisations and individuals design and implement changes both large and small. Participants work as individuals and in small groups on changes they are planning or will have to implement.

13 An Introduction To Project Management Individuals and teams who need practical insights into managing small and medium sized projects so that they are brought to effective conclusions Benefits & Outcomes By the end of the programme, participants will Understand the role of a Project Manager Recognise the interrelationship of Time, Quality of Outcome and Costs in managing projects Recognise the four major stages of projects Understand how to define a project and the importance of early involvement of stakeholders Be able to use straightforward planning tools including phases and gates methodology Understand and take account of the impact of change on the people involved Be able to use definition and planning information to effectively monitor project implementation Have practised some leadership and client management skills to manage priorities, bring projects back on track and maintain high levels of client satisfaction Recognise the importance of inspecting work, closing the project, recognising achievement and reviewing effectiveness in the completion of a project Getting The Focus Right What is Project Management? Why should we manage projects? The ingredients of a successful project The 4 stages of Project Management Rating Your Skills In Project Management Defining Projects Clarifying the Purpose and Required Outcomes Obtaining Authority Developing an outline Strategy Identifying the Skills needed Using the 8 steps process Planning The Project Using fishbone diagrams and work breakdown structures to identify stages and activities Preparing activity specifications Converting the specifications to agreed objectives Using simple Gantt charts Using the principles of Critical Path Analysis and KAIP including Phases and Gates Choosing resources and negotiating for their release Planning the Project Taking the impact of Change into account Costing Activities/Preparing Budgets Creating Project Summary Sheets Identifying Risks and Hazards and planning for them Implementing the Project Communicating Effectively Using listening, questioning and assertion skills Managing review meetings Keeping customers happy Organising People And Other Resources Preventing problems Coping with problems Providing appropriate support Maintaining momentum Applying Phases and Gates thinking Project Completion Checking the Results Closing the project Recognising Achievement Reviewing Effectiveness Practical application throughout, working on participants current and future projects

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