Strategic Human Performance Management

This seminar is intended to equip participants to study the appropriate conditions to ensure a successful performance management program.

Participants, first need to share vocabulary and common basis and define manager’s roles and responsibilities in order for human resources professionals to better support them. They also need to look at the components of a performance management program. First, we distinguish notions such as performance, competency, potential, KPI and balanced scorecard, then we explain the distinction between Performance Management at the organizational and at the individual level. We identify the targeted population for performance management programs and define the importance, the roles and responsibilities of the different actors involved in a performance management process.

  • The second part proposes identifying and qualifying appropriate criteria, to distinguish and select adequate evaluation methods, to define common errors and identify ways to reduce them and to look at performance appraisal forms.  We will also see how other human resources practices could support performance management programs.
  •  The objective of the third part is to clearly define the manager’s roles, responsibilities and required managers’ competencies in order for them to manage the performance process. From a manager’s perspective, they have to clarify their expectations, delegate tasks and responsibilities, give positive and constructive feedback, ensure follow-up and hold the annual performance meeting.

In conclusion, we underline the characteristics of a performance-enhancing culture and the rules found in such an organization, align a performance management program to organizational strategy and encourage ethical behaviours in day-to-day performance management.

 
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