People & Performance Management

An Introduction to people and performance managemement For Managers, Team Leaders and Supervisors

This fast paced intensive one day workshop is designed for new and/or first line managers who have responsibility for managing , developing and maximising the performance of their teams and reportees.

Managing the team, delivering outputs and driving quality improvement is not easy, especially for the first line managers who often take responsibility for a large and diverse team, many of whom work on a part basis, freelance or voluntary basis. Couple with this the constantly changing rules and regulations that need to be cascaded and met; for example, employment legislation, industry and inspection standards and the challenge grows exponentially.

Many first-line managers have been promoted because they performed well in previous job roles but effective modern day management demands a much larger skills set.

The first line manager or team leader plays a pivotal role in delivering the organisations goals and ensuring quality standards are maintained but with the right training and support their effectiveness can be improved significantly.

For Whom
This fast paced and intensive but fun day is designed for first line managers and team leaders who have responsibility for the delivering outputs and driving on going quality improvement.

Our related workshops on performance management, appraisals, grievance and discipline extend and compliment this workshop to form a comprehensive compliment support programme on performance management.

Content can be tailored to the needs and experience of the participants.

It is also possible to deliver this workshop at more advanced level for example for middle and/or senior managers. This can be a highly effective and non threatening way, to re-energise and refocus attention on the need to deliver results.

Delegate Feedback

Aims and Objectives
This one day course is designed to stimulate thought and ideas on better ways to manager the front line team and provides a wealth of guidance and support on:

The modern change agenda and how it impacts on staff and people management today

  • The technical structures and processes needed for effective Performance Management
    • responding robustly to change
    • supporting all the parties engaging in Performance Management
  • The technical and soft skills needed by managers for effective Performance Management
    • developing personal confidence and skills
    • supporting and managing those working to them
  • Signposting existing Performance Management support measures in the organisation
  • Identifying additional development and support opportunities


1. The Modern Change Agenda – Keeping up to speed

This opening session explores the changes to working, training and management practice over the last ten years and considers what the future may hold. Using this as basis, participants consider the implications for training delivery, capacity building and management.

  • Changes to working practice, legislation and conduct over the last decade
    • Flexible working
    • Employment Rights and Responsibilities
    • Inspection Regimes
  • Workplace demographics
    • Narrowing Achievement Gaps
    • Society demographics
    • Economic Migrants
    • Multicultural Communities
    • E&D Impact Assessments
  • Information Technology
    • Social Media
    • Twitter
  • Data protection
  • Safeguarding and Confidentiality conflicts
  • Potential and pending developments
  • Implications for training and capacity building
  • Implications for those designing, delivering and evaluating training

2. Best Practice Performance Management (PM) Systems

Session two explores the best practice components within any modern PM system, how the systems and approaches adopted by participants and their employers dovetail to these and where change might be needed.

  • Arrangements for setting objectives
    • Meetings
    • Events
  • User friendly documentation
  • Number/scope of objectives to be set
  • SMART/SMARTER planning
  • Sampling and Observation systems
  • Timetabling of review periods
  • Weighting and Grading
  • Flexibility –responding to sudden organisational and/or personal changes
  • Dependencies –what the person being assessed needs from others to deliver?
  • Stretching –does the PM system have the scope & potential to develop people further?
  • Personal Development Plans-including training and coaching
  • Appeals

3.The skills needed to engage with & support others in a modern PM system?

Session 3 explores the wide range of technical and soft skills managers need to have and use correctly for effective performance management. Including

  • Communicating
  • Leadership
  • Motivating
  • Monitoring
  • Information management
  • Evaluating
  • Valuing and supporting others
  • Consulting and involving
  • Balancing competing needs and interests
  • Influencing and persuading
  • Planning
  • Reporting
  • Decision making
  • Reviewing
  • Risk management

Underpinning these skill sets will be identified a further profile of personal characteristics needed by all effective PM Managers:-

  • Capacity to be non-judgmental
  • Tolerance for ambiguity
  • Capacity to appreciate and communicate respect for other people’s ways
  • Capacity to demonstrate empathy
  • Capacity to be flexible
  • Willingness to acquire new patterns of behaviour
  • Humility to acknowledge what you don’t know
  • Capacity to see the bigger picture
  • Capacity to challenge inappropriate behaviour and provide feedback

Additionally, opportunities will again be taken to spotlight importance of having:-

  • Sufficient knowledge of all internal policies and procedures dealing with performance assessment and all other related sister policies, procedures and protocols
  • A clear understanding of where and when to access internal support from HR and other specialist colleagues when difficult situations need addressing.

4. Applying the Skills – Going live!

Session 4 provides a range of hints, tips and implementation advice on all the key areas that impact on effective people and performance management. As time constraints restrict the amount of coverage on each area, delegates frequently select to focus on a smaller range and cover each in more details

  • Communication
    • Body language/tone and words from a western and non-western perspective.
    • Active listening
    • Observation
    • Assertiveness
  • Leadership
    • five management styles
    • some personal self-inventory work
  • Motivating
  • Monitoring
  • Information management
  • Evaluating-Instructions
  • Valuing and supporting others
  • Consulting and involving
  • Balancing competing needs and interests
  • Influencing and persuading –Six effective techniques
  • Planning –SMART vSMARTER
  • Reporting
  • Decision making
  • Reviewing and Quality Assurance
  • Risk management
  • Equality Impact Analysis

5.What’s already in place for you and what else do you need?

In session five participants consider the performance management systems, approaches and support mechanisms that they currently work with and the areas they need to develop further or improve access to.