Performance Management (4th Edition), Instructor Edition

Performance Management: A Practical Guide (Fourth Edition)

Course Specifications

Course Number: CCT–142_rev4.0

Course Length: Self-study or classroom training

Course Description

The 50-Minute Manager Series was designed to cover critical business and professional development topics in the shortest time possible. Our easy-to-read, easy-to-understand format can be used for self-study or classroom training, or even office training. With a wealth of hands-on exercises, the 50-Minute books keep you engaged and help you retain critical skills.

The critical skills you will acquire upon completion of this book will help you establish a work climate conducive to managing employee performance. In this book, you will learn how to help employees find meaning in their jobs and stay on course, how to maximize employee input and participation during an appraisal, how to maintain positive communication about expectations versus performance, and how to follow up on agreements reached. Most professional and administrative employees today do not understand how their work is evaluated. The techniques outlined in this book will help you fashion a well-planned and thoughtful process for creating an open atmosphere for discussion and for leading the way for employees' personal development and growth.

Course Objective: The learning objectives for Performance Management are listed below. They have been developed to guide the user to the core issues covered in this book.

The objectives of this book are:

  • To discuss principles of performance appraisals
  • To give tips for conducting an appraisal
  • To discuss management leadership skills

Course Content

Part 1: Are You Ready for Better Appraisals?

Objectives of Performance Appraisal
Meet Some Successes and Some Failures
Do You Put Off Performance Appraisals?
Benefits of a Well-Planned Appraisal
How Appraisals Help Employees

Part 2: Setting the Stage

Establish the Right Climate
Are You Part of the Solution or Part of the Problem?
Help Employees Find Meaning in Their Jobs and Stay on Course
Case Studies

Part 3: Preparing for More Effective Appraisals

What Is Meant by Goals and Standards?
Attitudes and Performance Appraisals
Leading a Performance Appraisal Discussion Can Be Compared to Baseball
Employee Preparation for the Appraisal
How to Get to First Base
Manager Preparation for the Appraisal
Pitfalls to Avoid
Elements of a Successful Appraisal
Develop an Action Plan
How Employee Performance Directs the Appraisal
Appraisal Discussion Models

Part 4: Conducting the Appraisal

Beginning the Appraisal Discussion
Getting to Second Base
Discussing Unsatisfactory Performance
Getting an Employee to Talk Freely
Creating an Open Atmosphere
Appraisal Questions
Personal Development and Growth
The Importance of Attitude
Achieving Third Base
Closing the Appraisal Discussion

Appendix

Following Up—Three Suggestions
Performance Appraisal Checklist for Managers
Creating a Personal Action Plan
Appendix to Part 2
Appendix to Part 3
Appendix to Part 4