A fundamental component of reward management and HR management is an effective system for performance management (PM) usually underpinned by the three main pillars of OCD (which are Objectives, Competencies, Development). This course will assist you in either reviewing your current approaches for PM or implementing new approaches for PM or getting agility from your approaches for setting goals and objectives by learning about the advantages and disadvantages of KPIs and OKRs and MSCs. In an increasingly competitive environment, when you want to attract and retain the best individual employees and high-performers, having an effective and fair performance management system is crucial to underpin best-practice HR policies and drive employee performance and motivation and ultimately build employee engagement.
Establishing and managing a performance management culture, determining Key Results Areas (KRAs), setting objectives and the traditional Key Performance Indicators (KPIs) or the traditional Objectives and Key Results (OKRs), adopting the new agile approach of setting monthly milestones and using agile Must-Do, Could-Do and Should-Do targets (MSCs), and establishing the right competencies and behaviors for all the roles in an organization are some of the critical cornerstones of any HR department. It is crucial to design and define the right performance management system that supports your business objectives and encourages the development of each individual employee. HR professionals already know that individual performance management is an important tool for improving organization performance. This course shows in a practical way how you can build and implement an agile individual performance management system working successfully and how to achieve and implement and a culture of performance management.
Moreover, this new-and-improved course will also share latest best-practice approaches for abandoning the annual end-of-year performance appraisal meeting and how you can abandon annual KPIs, by moving to monthly milestones and monthly “MSCs”, and monthly 2-minute feedback sessions.
A fundamental component of reward management and HR management is an effective system for performance management (PM) and performance appraisal (PA) usually underpinned by the three main pillars of OCD (which are Objectives, Competencies, Development) in order to determine the fair employee performance rating for each and every employee. This course will assist you in either reviewing your current approaches for PA or implementing new approaches for PA, as well as getting agility from your approaches for managing the distribution curve of performance ratings by using “snap-ratio”. In an increasingly competitive environment, when you want to attract and retain the best individual employees and high-performers, having an effective and fair performance appraisal system is crucial to underpin best-practice HR policies and drive employee performance and motivation and ultimately build employee engagement and reward top-performers.
Individual performance appraisals are tools that help you to manage the performance of each employee in your organization. However, unless you clearly link it to corporate goals and see it as part of the responsibilities of an effective manager, performance appraisals can be nothing more than tick-box paper exercises. Traditional appraisals have sometimes had no links to corporate performance or individual employee results. This course aims to provide a solid foundation on how appraisals lead to performance ratings which can be used in the specific context of pay-for-performance and the general context of Human Resources Management and Talent Management.
You will learn how to:
Learn about the truths and myths concerning the “Death of Performance Appraisals” and discover the new trend of monthly milestones via agile MSCs rather than annual goals via KPIs or OKRs
Support business effectiveness by implementing a best-practice system for performance management (PM) and performance appraisal process, and understand the advantages and disadvantages of including both objectives and behaviors (competencies) in PM
Understand the three critical components of an effective performance management system which include setting objectives, measuring competencies and planning development, and drive performance by developing SMART objectives as part of performance management
Learn about the different approaches for performance ratings, including “how many ratings” and “what descriptive words for ratings” and the distribution curve of appraisal ratings (eg: bell-curve, skewed-curve) and measuring the curve through “snap-ratio”
Increase your employee effectiveness by developing a clear approach to performance management, and setting objectives (either as KPIs or OKRs or MSCs) and valuing competencies (behaviors) and assisting employees with development plans to improve your overall business performance
Opportunities for networking in the breaks with your fellow course delegates and course tutor to discuss practical issues that will help you in your workplace
Robert Mosley is in the highly prestigious and influential list by People-Hum of “The Top 100 Global Thought Leaders to Inspire You in 2021” and he was awarded the “Global HR Leadership Award” in 2017 by the World HR Congress to recognize his iconic contribution to the global C&B community over the past decade. He is one of the leading HR trainers in the world today, and he is currently in the “Global Guru #500 List” (covering all subjects, not just HR).
Robert is widely recognised in many industries and many countries as one of the leading global experts on compensation and benefits, and is also a leading expert in the more general field of human resources and performance management. His main areas of expertise and specialism are in the fields of job analysis, job descriptions, job evaluation, grading schemes, pay structures, allowances, bonuses and incentives, industrial relations and collective agreements, e-HR systems, performance management, performance appraisals, and all issues on compensation and benefits globally, especially in the GCC and Asia having worked in these regions for over 35 years.
Robert has over 35 years of experience in HR and C&B, and he developed a detailed interest in compensation and benefits when he was employed by Hay Group (Hay Management Consultants) in the UK and UAE from 1985-1990, during which time he became a recognised expert on HR issues in several industries, and did HR consulting working over 20 countries, mainly in the areas of compensation and total rewards. On leaving Hay Group, he joined Emirates Group and Emirates Airline based in Dubai where he worked for 13 years from 1990-2003 and he was promoted to SVP Human Resources with over 60,000 employees in 60 countries. At all times, Robert kept a detailed hands-on role on all remuneration policies globally. In 2003, Robert left Emirates Group to establish his own consulting business focusing on HR and C&B called Lemon Pip Consulting Limited, and over the past 18 years he has developed a very successful specialist consulting practice with over 800 clients globally. His two main areas of specialism are working with clients in the Middle East and Asia regions, and with clients in the global aviation industry (and indeed many other industries).
