1. Challenging Conversations
Listen!
Example of past or future conversations
Brainstorm, action planning
Repeated lateness, long lunch break and leaving early
Capacity issues disagreement on reasonable levels
Lacking team working which is causing issues

2. Handling Criticism Listen attentively. Ask for details.
Find something to agree with.
Don’t dismiss the criticism too lightly.
Reflect on what has been said.
Making mistakes and learning from them is an
important part of your growth and development

3. Lunch
12.15pm – 12.45pm

4. Wake up call…….
Stimulating the Limbic system(where all emotions reside)
Stand up close eyes 30 secs
Think about an individual you will be conducting performance management on
Think about the best possible outcome that you would want for him/her in terms of how you want them to FEEL following the session
Superhero pose

5. Problem Solving
1 .You can stall or delay until a decision is no longer necessary, or until it has become an even greater problem.
2. You can make a snap decision, off the top of your head, with little or no thinking or logic.
3. You can use a professional approach and solve problems based on sound decision-making practices
12.45pm – 1pm
In what situations would you use these

6. Problem solving Define the problem Research and analyse the problem
Establish a checklist of criteria
List possible alternatives
Evaluate each alternative
Select the best alternative(s) as your solution and discuss how to implement it/them.

8. Session Nine: SMARTER S – Specific M – A - Measurable R - T –
Achievable
Realistic
Timely
1pm – 1.20pm
Evaluation
Review

9. SMARTER - Performance Review
How long before a performance review should you notify an employee about the review meeting?
What is the best setting for a performance review?
What are three possible causes of poor performance?
What are some techniques you can use to help employees open up and talk about their performance?
What are some behaviours you do not want to use in the review meeting?
How can you prepare for the eventuality that an employee will contest your evaluation of his/her performance?
What are three things you can do to prepare for an employee review?
What are three things you can do to follow-up after a review?
Minimum 1 week, Sandwich approach , be specific , observable behaviours, motivations , appreciative enquiry , What are three possible causes of poor performance?
Lack of motivation
Not enough training
Conflicts with co-workers
Home problems
Substance abuse
New equipment with which they are not yet comfortable
What are BARS?
Behaviourally anchored rating scales. These are standards of behaviour that are set prior to a performance review (usually by the management team as a whole) to determine what behaviours rate Exceptional, Very Good, Meets Standard, Unacceptable, etc.

10. The Opening Rapport Orientation Motivation The Discussion The Closing
11/2/2019
The Opening
Rapport
Orientation
Motivation
The Discussion
The Closing
Summary
Commitment
Follow-Up 10

11. SMARTER - Objective setting
Research tells us that having clear objectives with effective measures can improve performance by over 30%.
Effectively communicate, monitor and measure staff performance against objectives and standards so that you can collect the data you need to give the type of performance feedback that improves performance and satisfaction communicating objectives to your staff (and working with them to write objectives) wins their total commitment to achieving the objectives

12. Motivation 1-1 performance review
Put together an agenda that focuses on meeting the motivational needs of the staff member.
Review with the staff member their performance and job satisfaction – put the staff member first by asking for their opinion before offering your own.
Agree performance evaluations step by step
Hold performance improvement discussions with your staff member where you give the constructive feedback gain their agreement and offer your support.

13. “We take your career as seriously as you do” …..
Development
Motivation
Training
Mentorship
Coaching
ALS AI
Shadowing
Stretch assignment
Challenging & interesting work
Responsibility & accountability
Feeling valued
Role having an impact
Clear career pathways
Continually learning & developing

15. Session Ten: Feedback Practical
Form groups of 3
1 person = manager, 1 person = employee, 1 person = observer
Read your role scenario
10 mins each until all have had a turn
Feedback to wider group
1.15pm – 2.30pm to include feedback

16. SMARTER - Action Planning
What changes will you want to make?
What will you work on to modify your behaviour to achieve more positive outcomes all of the time?
How can we turn this into an action plan?
2.30pm – 3pm
Provide action plan

17. Bananarama 1979
“it ain’t what you do, it’s the way that you do it….”