Professor of Psychology at The University of London
He has completed extensive consultancy research with both private and public-sector organisations.
He is also an academic who has written over 50 books, is a newspaper columnist and a regular commentator in the media. He travels abroad frequently and is much sought after as a motivational speaker. Read more...
The aim of this workshop is to be practical but also to give delegates the necessary concepts to understand behaviour. The outline of the workshop is:
Defining Performance Management Systems
The philosophy of Performance Management Systems
Why Performance Management Systems fail and how to prevent it?
How widespread the use of PM Systems is
The theory behind the systems
Overview of Performance Management Systems
Who uses them and why
Theory behind the system
How they actually work, with supposed advantages
Why they fail usually around rating of behaviour
How and when to avoid failure
Within the workshop there will be discussions and activities with the delagates to include:
Participants' experience of PM Systems and consideration of alternatives
Participants discuss clarification of criteria for the business environment
Rating and measuring performance: the three rating types and their consequences, and how to improve the ratings
Participants rate two people they know on preset form; rating styles and suggestions for improvement are discussed
"You can't manage what you can't measure". How to overcome rating problems to ensure reliable and valid data. Suggestions about what can and should be done with performance data ie. Related to variable (bonus) pay, training, promotion etc.
Takeaway(Benefit to Client)
At the end of the workshop, the delegates will understand:
The theory behind PMS
The essential skill set associated with PMS
How to measure all aspects of performance
How to conduct a progress review with staff
How to ensure staff are rated accurately and honestly
How to avoid PMS systems from failing