Elevate Performance and Empower Growth

Welcome to this course where you will learn about performance management and how to give and receive feedback.

At the end of this section you will have a clear understanding of the learning outcomes of this course.  These are:

1. You will understand what is performance management and the context in which it exists.  You will also understand how to enhance the performance review experience by focusing on making it purposeful performance management.

2. You will be introduced and understand the concept of "Always On" conversations around performance and feedback.

3. You will learn how you can prepare and have effective performance discussions by following a 3-step approach focused on Expectations, Feedback and Development.

4. You will learn top tips on how to have performance discussions remotely if you and your team/manager work in this way.

5. You will learn how to have inclusive and open feedback discussions.

In this first section, performance management will be put into context, considering the global world around us and indeed considering the speed, pace and reality of the way many organisations operate today.

You will be introduced to an acronym, VUCA. VUCA stands for:

• Volatile – change is rapid and unpredictable in its nature and extent.

• Uncertain – the present is unclear and the future is uncertain .

• Complex – many different, interconnected factors come into play, with the potential to cause chaos and confusion.

• Ambiguous – there is a lack of clarity or awareness about situations.

Bob Johansen, of the Institute for the Future, adapted VUCA for the business world in his book, Leaders Make the Future. He used it to reflect the turbulent and unpredictable forces of change that could affect organizations, and he argued that you need new skills, approaches and behaviors to manage in the face of the four VUCA threats.

This section will set the context for our later lectures when we look to consider how to have purposeful performance management and why this is so important in a VUCA world.

In this section, you will learn about - what is performance management and importantly begin to understand how to enhance the performance review experience by focusing on making it purposeful performance management.

The CIPD, defines Performance Management as a process that:

• Establishes objectives through which individuals and teams can see their part in the organisation’s mission and strategy

• Improves performance among employees, teams and, ultimately, organisations

• Holds people to account for their performance by linking it to reward, career progression and termination of contracts.

Enhancing the performance management experience goes from process to purpose by focusing on deeper meaning and impact.  This includes:

• Grows and nourishes individuals

• Develops knowledge, skills and behaviours

• Connects personal purpose to Company vision and values

• Builds trust and respect between managers, employees, teams and across the wider organisation.

In this section, you will be introduced and understand the concept of "Always On" conversations around performance and feedback.

You will learn why Performance Management of today needs to be different to that of yesterday. You will hear that research supports that we are in the age of continuous performance management.

You will also learn:

• Why a purposeful performance management culture is important

• What benefits "Always On" conversations can bring to line managers, employees and organisations.

In Lecture 5, you will learn a practical approach on how to 'Prepare for you feedback discussion'.

This section will introduce you to the 3-step approach on how to prepare. This includes:

1. Preparing your expectations and intentions for the conversation.

2. Preparing your feedback points that you want to give or receive in the performance discussion.

3. Preparing for your or team members development areas.

In lecture 6, you will learn how to 'Have your performance discussion'.

This lecture continues from lecture 5, using same 3-step approach of Expectations, Feedback and Development provides sample questions and talking points that you as an employee or line manager can use to have an effective, value-add and meaningful performance conversation.

In lecture 7, you will cover top tips for having meaningful conversations as well as how to have the discussion remotely.

Top tips cover:

• Show respect and be authentic – show care and build trust.

• Be open: discuss all aspects of work (e.g. inclusion/wellbeing)

• Keep the discussion fact based - avoid biases and consider feedback from others.

• Recognise strengths - encourage and inspire, not just review.

• Don’t hold off communicating – share difficult messages too in a timely manner.

• End with next steps – clear actions that help performance and development.

Top tips for having remote discussions will include:

• Be intentional

• Schedule the time on both calendars and respect it. Unless there is a compelling reason, a review shouldn’t be bumped aside.

• Communicate the format and expectations well in advance. If the employee has a questionnaire or form to fill out, you want to give them plenty of time to work on it.

• Use video, if possible. People will be more comfortable with the conversation when they are able to see the non-verbal cues and evidence that they have your full attention.

In lecture 8, you will learn how to ensure the performance and feedback discussion is inclusive.  In this lecture, you will cover how to manage assumptions and biases that you may have ahead or during the performance discussions.

By managing these biases and assumptions, you will be greater prepared to ensure the conversation is open, transparent and inclusive.

This lecture also provides a conclusion to the course.  At this stage you will have completed the course and achieved the learning outcomes of:

1. I understand what is performance management and the context in which it exists.  I understand how to enhance the performance review experience by focusing on making it purposeful performance management.

2. I understand the concept of "Always On" conversations around performance and feedback.

3. I know how to prepare and have effective performance discussions by following a 3-step approach focused on Expectations, Feedback and Development.

4. I have knowledge of the top tips and how to use them to have performance discussions remotely.

5. I understand how to have inclusive and open feedback discussions.