Performance Management
Sample
Corporate
Training Materials
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T
ABLE OF
C
ONTENTS
Preface ... 3
What is Courseware? ... 3
How Do I Customize My Course? ... 3
Materials Required ... 4
Maximizing Your Training Power ... 5
Icebreakers ... 6
Icebreaker: Friends Indeed ... 7
Training Manual Sample ... 8
Sample Module: The Basics ... 9
Instructor Guide Sample ... 17
Sample Module: The Basics ... 18
Activities ... 28
Quick Reference Sheets ... 32
Certificate of Completion ... 34
PowerPoint Sample ... 36
Preface
What is Courseware?
Welcome to Corporate Training Materials, a completely new training experience!
Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a take-home reference sheet for the student. You simply need to prepare and train!
Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course?
Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.)
If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once.
If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options.
For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document.
For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Corporate Training Materials.
Materials Required
All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.)
We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you
We recommend these additional materials for all workshops: • Laptop with projector, for PowerPoint slides
• Quick Reference Sheets for students to take home • Timer or watch (separate from your laptop) • Masking tape
• Blank paper
Maximizing Your Training Power
We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
• Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold.
o Use examples, case studies, and stories that are relevant to the group.
o Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
o Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
• Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures.
• Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
• Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
Icebreakers
Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an
Icebreaker to help facilitate the beginning of the course, as it helps “break the ice” with the
participants. If the participants are new to each other, an icebreaker is a great way to introduce
everyone to each other. If the participants all know each other it can still help loosen up the
room and begin the training session on positive note. Below you will see one of the icebreakers
that can be utilized from the Icebreakers folder.
Icebreaker: Friends Indeed
Purpose
Have the participants moving around and help to make introductions to each other.
Materials
Required
• Name card for each person
• Markers
Preparation
Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to
shoulder. They should place their name card at their feet. Then they can take a step back. You
as the facilitator should take the place in the center of the circle.
Activity
Explain that there is one less place than people in the group, as you are in the middle and will
be participating. You will call out a statement that applies to you, and anyone to whom that
statement applies must find another place in the circle.
Examples:
• Friends who have cats at home
• Friends who are wearing blue
• Friends who don’t like ice cream
The odd person out must stand in the center and make a statement.
The rules:
• You cannot move immediately to your left or right, or back to your place.
• Let’s be adults: no kicking, punching, body-checking, etc.
Training Manual Sample
On the following pages is a sample module from our Training Manual. Each of our courses
contains twelve modules with three to five lessons per module. It is in the same format and
contains the same material as the Instructor Guide, which is then shown after the Training
Manual sample, but does not contain the Lesson Plans box which assists the trainer during
facilitation.
The Training Manual can be easily updated, edited, or customized to add your business name
and company logo or that of your clients. It provides each participant with a copy of the
material where they can follow along with the instructor.
Sample Module: The Basics
The effectiveness of an organization in terms of whether or not it is meeting its mission or goals can be determined by engaging in performance management. According to the U.S. Office of Personnel Management, performance management consists of five
components: “Planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding.”
Management is doing things
right; leadership is doing the right
things.
What is Performance Management?
The phrase “Performance Management” was coined in the 1970s by Dr. Aubrey Daniels, a clinical psychologist. At the time, he used it to describe technology and the importance of managing behavior and the result of the behavior. Effective management would ensure proper behaviors are being executed, which would in turn produce favorable results. He later associated this approach to the interactions of people whether in a formal or informal setting.
With the proper training, management can manipulate the conditions of the workplace (e.g. policies and procedures, available skills to train and motivate employees) in order to measure the true success of the business – that is the financial standing of a company as well as the individual success of its employees.
How Does Performance Management Work?
The drive to implement a performance management system is not sufficient. Management as well as employees must put forth the effort necessary to make it happen. With “all hands on deck” and the
observation of the following, organizations can build a successful program.
• Clearly identify the job’s purpose as well as the duties associated with it. • Determine goals and how to measure outcomes.
• Rank job priority.
• Characterize the standard of performance for critical aspects of the position.
• Discuss employee performance and provide feedback. This should at least be done on a quarterly basis.
• Keep track of performance records.
Tools
It is unrealistic to expect employees to perform at an optimal level without providing them with the tools to succeed. The following tools are crucial to the achievement of the system.
Model of standards: Creating a model that clearly defines employee performance standards helps the company and employees avoid ambiguities in what is
expected. It also enables employers to provide their employees with specific
feedback, which is greatly beneficial because it potentially increases job satisfaction.
Whether in writing or delivered verbally, performance standards are enforceable. It is, however advisable that they are captured in writing to avoid questions in the future.
There should be a set standard for every aspect of one’s position. For example, an employee who is a Customer Service/Sales Representative may be expected to take and sufficiently answer the service questions of 10 customers an hour. This employee may also be required to upsell products to 50% of the clients he talks to.
There are several factors to keep in mind when developing this model. Performance standards should: • Be realistic in terms of whether or not it can be attained as well as whether or not employees
have adequate training.
• Be measurable with regard to quantity, quality, time, etc.
• Be clear in defining the proper method for gathering performance information and how it measures against the standard.
Annual Employee Appraisal Document: While employers monitor employees’ performance throughout the year and provide feedback and coaching during that interval, employers are also responsible for conducting an employee appraisal, which is generally done on an annual basis. The appraisal allows the employer to summarize the employee’s performance, gauge job satisfaction, as well as prepare for the future.
Coaching: Once the standard has been set and performance feedback has been provided to the employee, it is critical that the employer offer some type of coaching. The purpose of coaching is to strengthen areas of improvement as well as enhance areas where the employee is currently successful. In order to accomplish this, coaching must be done in a positive manner. The words used must build and not destroy. Diplomacy is important when providing coaching. Coaching promotes employee motivation as well as continued success.
Case Study
Sinclair Knight Merz (SKM), one of the leading professional services companies in the Asia Pacific region, was looking for ways to increase its ability to manage and grow its workforce capabilities. In this industry, companies compete largely on the basis of their people—their skills, their ability to provide excellent client service, and therefore the ability of the company's HR function to effectively acquire, develop and retain top talent. In part because it is employee owned, the company is intensely focused on its people, emphasizing an open and
independent culture.
Yet it is this independence that posed a challenge. SKM knew that it must keep a finger on the pulse of its culture at all times. What could the company do better? How could it identify and retain its best people? How could workforce planning be done effectively so the right workforce skills could be developed and marketed to clients? SKM had always been a leader in its industry, but company executives knew that maintaining that position would take constant vigilance.
SKM asked Accenture to implement the Accenture Human Capital Development Framework to help its HR function identify ways to enhance human capital capabilities. The framework is an assessment and analytic tool that draws on best practices and Accenture experience in the fields of human resource development, learning, and knowledge management, along with state-of-the-art measurement techniques.
The Accenture analysis affirmed the strength of many of SKM's human capital processes. Seven of the thirteen human capital processes scored in the top quartile of results. The company also exhibited strong financial results: its capital efficiency and return on invested capital were among the highest of the companies that have thus far used the framework.
However, the Accenture analysis did more than just confirm existing strengths. It also identified a number of areas in which further improvements could provide the company with vital competitive advantages in terms of workforce performance.
Although the HR function had many best practices in place, there were a number of important discoveries for continual improvement of HR's impact on the business. One was the importance of workforce planning and recruitment. Data collected from the framework revealed, for example, that those organizations with more effective recruiting capabilities have superior workforce performance and employee engagement. As a result of working with Accenture on this initiative, the HR department further reviewed its methods of recruiting top talent, and put in place an internal capability in key geographies. The initiative has been immediately effective; it has reduced time to recruit key staff, increased the firm's ability to handle large recruiting assignments, and significantly increased the satisfaction of managers with the HR recruiting service. The initial pilot program has been expanded to more geography.
The employee engagement results from the framework implementation echoed a number of things the company had found in its own internal surveys. Leadership development continues to be a focus item to improve employee engagement, as does rewards and recognition.
According to SKM's vice president of HR, "The Accenture Human Capital Development Framework has delivered important insights about aligning human capital processes with business results. The
framework provided us an effective method of determining where we should most focus our resources and energy to have the best impact on the business."
Case study from: http://www.accenture.com/us-en/Pages/insight-employee-performance-management.aspx
Sample Module: Review Questions
1. When the phrase “Performance Management” was coined by Dr. Aubrey Daniels, what did it initially refer to?
a) Medicine b) Technology c) Education d) Law
2. According to Dr. Daniels, performance management analyzes what? a) Behavior only
b) The result of behavior only
c) Behavior and the result of behavior d) Attitude
3. If an employee meets all of their performance goals,
a) It is not necessary to create an improvement plan to enhance the employee’s skills b) It is still necessary to create an improvement plan to enhance the employee’s skills c) They should be reprimanded for not exceeding the expectations
d) The employee should automatically be promoted
4. At a minimum, feedback should be provided to employees on a _____ basis. a) Weekly
b) Monthly c) Annually d) Quarterly
5. Performance standards can be beneficial to: a) The organization only
b) The organization and department only
c) The organization, department and individual employees d) No one
6. Coaching is most effective:
a) Before the employee understands the performance standards b) Never
c) Once the employee leaves the company.
d) Once the employee understands the performance standards. 7. What is the name of the company that was being assessed?
a) Sinclair Knight Merz b) Accenture
c) Knight Sinclair Merz d) Merz Sinclair Knight
8. After the assessment, it was discovered that what area(s) required improvement? a) Financial results
b) Workforce planning and recruitment c) Financial results and recruitment
Instructor Guide Sample
On the following pages is a sample module from our Instructor Guide. It provides the instructor
with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual
mirrors each other in terms of the content. They differ in that the Instructor Guide is
customized towards the trainer, and Training Manual is customized for the participant.
The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to
assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to
complete the lesson, any materials that are needed for the lesson, recommended activities, and
additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.
Sample Module: The Basics
The effectiveness of an organization in terms of whether or not it is meeting its mission or goals can be determined by engaging in performance management. According to the U.S. Office of Personnel Management, performance management consists of five components: “Planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding.”
Management is doing things
right; leadership is doing the right
things.
What is Performance Management?
Estimated Time 20 minutes
Topic Objective Identify the two critical elements of Performance Management: Behavior and Results.
Topic Summary
What is Performance Management
This exercise gives participants the opportunity to consider how certain behaviors produce particular results.
Materials Required Worksheet One: Behaviors and Results Planning Checklist None
Recommended Activity Complete the worksheet individually. Break into small groups and discuss your answers. Reunite with the class and review the topic.
Stories to Share
Share with the participants, IBM’s experience with performance management, and how it affected the company.
http://www-01.ibm.com/software/data/cognos/performance-management/
Delivery Tips Skip the large group conversation or the small group discussion if you need more time.
Review Questions What is Performance Management?
The phrase “Performance Management” was coined in the 1970s by Dr. Aubrey Daniels, a clinical psychologist. At the time, he used it to describe technology and the importance of managing behavior and the result of the behavior. Effective management would ensure proper behaviors are being executed, which would in turn produce favorable results. He later associated this approach to the interactions of people whether in a formal or informal setting.
With the proper training, management can manipulate the conditions of the workplace (e.g. policies and procedures, available skills to train and motivate employees) in order to measure the true success of the business – that is the financial standing of a company as well as the individual success of its employees.
How Does Performance Management Work?
Estimated Time 10 minutes
Topic Objective Clearly identify the duties associated with different jobs
Topic Summary
How Does Performance Management Work?
This exercise will help participants think about particular positions and determine the duties that the holders of these positions perform. Materials Required Worksheet Two: Duties
Planning Checklist None
Recommended Activity Complete the worksheet individually. Break into small groups and discuss your answers. Review the topic as a class.
Stories to Share
Read the blog article at the link below to learn reasons why it is important for job roles to be clearly defined.
http://www.humanreasourcestoday.co.uk/2010/03/19/4-reasons-why-job-roles-must-be-clearly-defined/
Delivery Tips You can skip the small group discussion to save time.
Review Questions According to this lesson, what is the first step in developing an effective performance management system?
The drive to implement a performance management system is not sufficient. Management as well as employees must put forth the effort necessary to make it happen. With “all hands on deck” and the
observation of the following, organizations can build a successful program.
• Clearly identify the job’s purpose as well as the duties associated with it.
• Determine goals and how to measure outcomes. • Rank job priority.
• Characterize the standard of performance for critical aspects of the position.
• Discuss employee performance and provide feedback. This should at least be done on a quarterly basis.
• Keep track of performance records.
Tools
Estimated Time 15 minutes
Topic Objective Identify and create statements that can be effectively used in a coaching situation.
Topic Summary This exercise will help participants understand the types of statements that should be used in coaching to offer constructive criticism.
Materials Required Worksheet Three: Coaching Statements Planning Checklist None
Recommended Activity Complete the worksheet alone. Review the topic as a class.
Stories to Share
Visit the link below and compare and contrast what constitutes a “fully successful performance” for a Mathematician and Registered Nurse. http://www.wsqa.net/documents/DickGrotesHandouts.pdf
Delivery Tips None
Review Questions What are two important factors to keep in mind when developing a performance model of standards?
It is unrealistic to expect employees to perform at an optimal level without providing them with the tools to succeed. The following tools are crucial to the achievement of the system.
Model of standards: Creating a model that clearly defines employee performance standards helps the company and employees avoid ambiguities in what is
expected. It also enables employers to provide their employees with specific
feedback, which is greatly beneficial because it potentially increases job satisfaction.
Whether in writing or delivered verbally, performance standards are enforceable. It is, however advisable that they are captured in writing to avoid questions in the future.
There should be a set standard for every aspect of one’s position. For example, an employee who is a Customer Service/Sales Representative may be expected to take and sufficiently answer the service questions of 10 customers an hour. This employee may also be required to upsell products to 50% of the
• Be realistic in terms of whether or not it can be attained as well as whether or not employees have adequate training.
• Be measurable with regard to quantity, quality, time, etc.
• Be clear in defining the proper method for gathering performance information and how it measures against the standard.
Annual Employee Appraisal Document: While employers monitor employees’ performance throughout the year and provide feedback and coaching during that interval, employers are also responsible for conducting an employee appraisal, which is generally done on an annual basis. The appraisal allows the employer to summarize the employee’s performance, gauge job satisfaction, as well as prepare for the future.
Coaching: Once the standard has been set and performance feedback has been provided to the employee, it is critical that the employer offer some type of coaching. The purpose of coaching is to strengthen areas of improvement as well as enhance areas where the employee is currently successful. In order to accomplish this, coaching must be done in a positive manner. The words used must build and not destroy. Diplomacy is important when providing coaching. Coaching promotes employee motivation as well as continued success.
Case Study
Estimated Time 10 minutes
Topic Objective Recognize some of SKM’s strengths and weaknesses that were uncovered by the Accenture Human Capital Development Framework.
Topic Summary
Case Study: SKM
This exercise will allow participants to study the effectiveness of the Accenture analysis by highlighting some of its findings.
Materials Required Worksheet Four: SKM’s Strengths and Weaknesses Planning Checklist None
Recommended Activity Complete the worksheet alone. Review the topic as a class. Stories to Share None
Delivery Tips None
Review Questions What were the two areas of business that SKM was looking to increase?
Sinclair Knight Merz (SKM), one of the leading professional services companies in the Asia Pacific region, was looking for ways to increase its ability to manage and grow its workforce capabilities. In this industry, companies compete largely on the basis of their people—their skills, their ability to provide excellent client service, and therefore the ability of the company's HR function to effectively acquire, develop and retain top talent. In part because it is employee owned, the company is intensely focused on its people, emphasizing an open and
independent culture.
Yet it is this independence that posed a challenge. SKM knew that it must keep a finger on the pulse of its culture at all times. What could the company do better? How could it identify and retain its best people? How could workforce planning be done effectively so the right workforce skills could be developed and marketed to clients? SKM had always been a leader in its industry, but company executives knew that maintaining that position would take constant vigilance.
SKM asked Accenture to implement the Accenture Human Capital Development Framework to help its HR function identify ways to enhance human capital capabilities. The framework is an assessment and
The Accenture analysis affirmed the strength of many of SKM's human capital processes. Seven of the thirteen human capital processes scored in the top quartile of results. The company also exhibited strong financial results: its capital efficiency and return on invested capital were among the highest of the companies that have thus far used the framework.
However, the Accenture analysis did more than just confirm existing strengths. It also identified a number of areas in which further improvements could provide the company with vital competitive advantages in terms of workforce performance.
Although the HR function had many best practices in place, there were a number of important discoveries for continual improvement of HR's impact on the business. One was the importance of workforce planning and recruitment. Data collected from the framework revealed, for example, that those organizations with more effective recruiting capabilities have superior workforce performance and employee engagement. As a result of working with Accenture on this initiative, the HR department further reviewed its methods of recruiting top talent, and put in place an internal capability in key geographies. The initiative has been immediately effective; it has reduced time to recruit key staff, increased the firm's ability to handle large recruiting assignments, and significantly increased the satisfaction of managers with the HR recruiting service. The initial pilot program has been expanded to more geography.
The employee engagement results from the framework implementation echoed a number of things the company had found in its own internal surveys. Leadership development continues to be a focus item to improve employee engagement, as does rewards and recognition.
According to SKM's vice president of HR, "The Accenture Human Capital Development Framework has delivered important insights about aligning human capital processes with business results. The
framework provided us an effective method of determining where we should most focus our resources and energy to have the best impact on the business."
Case study from: http://www.accenture.com/us-en/Pages/insight-employee-performance-management.aspx
Sample Module: Review Questions
1. When the phrase “Performance Management” was coined by Dr. Aubrey Daniels, what did it initially refer to?
a) Medicine
b) Technology
c) Education d) Law
Dr. Daniels originally used this phrase to refer to technology. Shortly after, he associated it with any situations that required the interaction of people.
2. According to Dr. Daniels, performance management analyzes what? a) Behavior only
b) The result of behavior only
c) Behavior and the result of behavior
d) Attitude
The goal of performance management is to implement strategies within an organization to produce favorable results with regard to efficiency and effectiveness.
3. If an employee meets all of their performance goals,
a) It is not necessary to create an improvement plan to enhance the employee’s skills
b) It is still necessary to create an improvement plan to enhance the employee’s skills
c) They should be reprimanded for not exceeding the expectations d) The employee should automatically be promoted
The Performance Management system promotes the idea of continued success. Although an employee is successful in a given area, there is always room for improvement.
4. At a minimum, feedback should be provided to employees on a _____ basis. a) Weekly
b) Monthly c) Annually
d) Quarterly
Performance appraisals are generally done on an annual basis, but it is important to give employees regular feedback throughout the year. This is especially helpful when providing the feedback on the spot is necessary because an immediate change is required. Weekly and
5. Performance standards can be beneficial to: a) The organization only
b) The organization and department only
c) The organization, department and individual employees
d) No one
Creating employee standards affects the entire organization. If the employee is unproductive, the department and company as a whole lag behind.
6. Coaching is most effective:
a) Before the employee understands the performance standards b) Never
c) Once the employee leaves the company.
d) Once the employee understands the performance standards.
It is unrealistic to expect an employee to meet up to performance standards if they have not been made aware of the standards. If an employee leaves a company, the standards are not relevant to the individual.
7. What is the name of the company that was being assessed?
a) Sinclair Knight Merz
b) Accenture
c) Knight Sinclair Merz d) Merz Sinclair Knight
According to the case study, Sinclair Knight Merz (SKM) is one of the leading professional services companies in the Asia Pacific region. Accenture is the company that administered the assessment.
8. After the assessment, it was discovered that what area(s) required improvement? a) Financial results
b) Workforce planning and recruitment
c) Financial results and recruitment
d) Workforce planning and financial results
The company’s financial results were among the highest of those that used the assessment. Improving workforce planning and recruitment strategies could help improve employee performance and engagement.
Activities
During the facilitation of a lesson Worksheet or Handout may be utilized to help present the
material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box
under Materials Required. The trainer can then utilize the Activities folder for the
corresponding material and then provide it to the participants. They are all on separate Word
documents, and are easily edited and customized.
Below you will see the Worksheets or Handouts that are utilized during the training of the
above lesson. They are located in the Activities folder and can be easily printed and edited for
the participants.
Sample Worksheet: Behaviors and Results
Read all of the “behaviors” carefully. Explain the type of result it will most likely produce and why. 1. The marketing department manager has just informed the team that the training they were
schedule to undergo on the new products the company is about to roll out, has been cancelled due to budget restraints.
Result:____________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Why?_____________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ 2. The Smith Insurance Company decided not to develop an Employee Manual that outlines their
company’s policies and procedures. Instead, one of the supervisors will conduct a three-day training in-person training to cover the material.
Result:____________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Why?_____________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ 3. The company decided that they will replace monetary incentives with points that can be used to
purchase company logo items.
Result:____________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Why?_____________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________
Sample Worksheet: Duties
Create a purpose statement and description outlining the duties of each position. 1. Elementary School Teacher
Purpose:______________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ Duties:_______________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________
2. Custodian for a Fast Food Restaurant
Purpose:______________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ Duties:_______________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ 3. Car Salesman Purpose:______________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ Duties:_______________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________
Sample Worksheet: Coaching Statements
Reflect on what you learned in Module Two about what makes a productive coaching session. Write three statements that convey constructive criticism to an employee about his performance.
1. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 2. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 3. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________
Quick Reference Sheets
Below is an example of our Quick reference Sheets. They are used to provide the participants
with a quick way to reference the material after the course has been completed. They can be
customized by the trainer to provide the material deemed the most important. They are a way
the participants can look back and reference the material at a later date.
They are also very useful as a take-away from the workshop when branded. When a participant
leaves with a Quick Reference Sheet it provides a great way to promote future business.
Assessments
• Pre-Screening: A Pre-Screening Assessment can be used to find out information on aprospective employees skills and knowledge before committing to hire them and this can save the employer costly mistakes down the road. • 360-Degree Review: As its name
implies, this type of assessment takes a comprehensive look at an
employee with regard to their work performance. This information can be attained by involving a diverse pool of individuals, with varying levels of interaction with the employee (e.g. supervisor, peers, clients, etc.) • Knowledge: This type of assessment
generally takes on a questionnaire format. It allows the employer to ask specific questions on topics relating to the business, usually in the form of multiple choice questions.
Performance Reviews
• Preparation: Both the employer and employee must be adequately groomed for the review.
• Prioritize the meeting: To show the
employee that this review is a top priority, there should be a formal agenda that is adhered to.
• Encourage positivity: When speaking to the employee, invoke positive responses by communicating in a positive manner.
• Clarity: Be sure the purpose of the meeting is clear from the beginning.
• Expectations: Review the job description, why it is needed, and the standards of performance.
• Explain employee’s performance: Discuss the employee’s actual performance, whether it fell below, met or exceeded expectations. Give specific examples.
• Employee feedback: Allow the employee to express their concerns or suggestions.
• Follow-up: Determine the appropriate method and or time for follow-up.
• Closing: The meeting should end positively. Review the contributions the employee is making to the company.
Job Analysis
A job analysis determines what is required to do a specific job. It will help determine which skills and attributes an employee needs to complete a job successfully. A job analysis will help
determine who to hire, how to train, and what compensation a job should receive. Job analyses are instrumental in determining performance. Research a position to determine the following information:
Performance Management
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Certificate of Completion
Every course comes with a Certificate of Completion where the participants can be recognized
for completing the course. It provides a record of their attendance and to be recognized for
their participation in the workshop.
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CERTIFICATE OF
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P res ent er N am e a nd T itl ePowerPoint Sample
Below you will find the PowerPoint sample. The slides are based on and created from the
Training Manual. PowerPoint slides are a great tool to use during the facilitation of the
material; they help to focus on the important points of information presented during the
training.
Full Course Table of Contents
Preface ...5
What is Courseware? ... 5
How Do I Customize My Course? ... 5
Materials Required ... 7
Maximizing Your Training Power ... 7
Module One: Getting Started ...9
Housekeeping Items... 9
The Parking Lot ... 10
Workshop Objectives ... 10
Pre-Assignment Review ... 11
Action Plans and Evaluation Forms ... 11
Module Two: The Basics (I) ... 12
What is Performance Management? ... 12
How Does Performance Management Work? ... 13
Tools ... 14
Case Study ... 16
Module Two: Review Questions ... 18
Module Three: The Basics (II) ... 20
Three Phase Process ... 20
Assessments ... 22
Performance Reviews ... 23
Case Study ... 24
Module Three: Review Questions ... 26
Module Four: Goal Setting ... 29
Specific Goals ... 30 Measureable Goals ... 31 Attainable Goals ... 32 Realistic Goals ... 32 Timely Goals... 33 Monitoring Results... 34 Case Study ... 35
Module Four: Review Questions ... 36
Module Five: Establishing Performance Goals ... 40
Strategic Planning ... 40
Job Analysis ... 41
Setting Goals ... 42
Motivation ... 43
Case Study ... 44
Module Five: Review Questions ... 46
Module Six: 360 Degree Feedback ... 48
What is 360 Degree Feedback? ... 48
Vs. Traditional Performance Reviews ... 49
The Components ... 50
Case Study ... 51
Module Six: Review Questions ... 52
Module Seven: Competency Assessments... 54
Competency Assessment Defined ... 54
Module Seven: Review Questions ... 58
Module Eight: Kolb's Learning Cycle ... 60
Experience ... 60
Observation ... 61
Conceptualization ... 62
Experimentation ... 62
Case Study ... 63
Module Eight: Review Questions ... 64
Module Nine: Motivation ... 66
Key Factors ... 66
The Motivation Organization... 67
Identifying Personal Motivators ... 68
Evaluating and Adapting ... 69
Case Study ... 70
Module Nine: Review Questions ... 71
Module Ten: The Performance Journal ... 74
Record Goals and Accomplishments ... 74
Linking with Your Employees or Managers ... 75
Implementing a Performance Coach ... 76
Keeping Track ... 77
Case Study ... 78
Module Ten: Review Questions ... 79
Module Eleven: Creating a Performance Plan ... 82
Goals ... 82
Desired Results ... 83
Measure ... 85
Evaluation ... 86
Case Study ... 87
Module Eleven: Review Questions ... 88
Module Twelve: Wrapping Up ... 91
Words from the Wise ... 91
Review of Parking Lot ... 91
Lessons Learned ... 91
