Developing Best Practices for High-Performing Teams
LEARNING MODEL: IN-PERSON & VIRTUAL
For many organizations, performance management has been an established management practice fundamentally designed to align enterprise-wide strategic direction and individual focus, and reward and recognize employee-specific performance outcomes. Over the course of the past five years, however, performance management has become one of the most hotly debated management philosophies, and has undergone dramatic changes across multiple industry sectors. Developments in technology, quality management, and team-based work systems have served to change the nature of organizational dynamics, how accountabilities are defined, and how performance is planned and measured.
These developments and the evolution of performance management have arguably been accelerated by the Covid-19 pandemic, which has dramatically upended business planning and measurement practices in an unprecedented way. The pandemic, for example, has forced organizations to rapidly change the nature and location of work, with profound implications for performance management. To meet the needs of new and agile business models that need to embrace mobile and virtual workplaces, we are now witnessing a rapid shift to team-based and collaborative performance management, and with a number of new human resources applications that go beyond variable performance pay.
Better practice performance management is being forced to adapt and change in a multitude of ways. In this day and age, performance management needs to be flexible and forward-looking, and fundamentally used to integrate and focus the interdependent efforts [the “how”] and outcomes [the “what”] of teams and employees. Our Performance Management program is designed to give participants insights into this contextual reality and perspectives on the key strategies, methods and processes that can be used to meet the emerging needs of a knowledge-based and virtual workforce. This learning experience will also provide participants with the foundation to better position performance management to successfully optimize accountability, quality, productivity, development, and reward and recognition applications. Based on the changing nature of work and job design, our program will also provide participants with insights into emerging and innovative performance management practices with a focus on team, project, and virtual workplace performance.
DATE, LOCATION & FEE
|PROGRAM DATE||LOCATION||VENUE||REGISTRATION END DATE||FEE|
|Apr 25 - Apr 26, 2023||Kingston||Queen's IRC - Executive House||Apr 20||$2,495||
|Nov 20 - Nov 23, 2023||Virtual||Zoom Link will be provided after registration||Nov 17||$2,195||
WHO SHOULD ATTEND
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Learn how to:
Performance management has become both a strategic imperative and a challenge in an age of dynamic workplace and societal change, and ever-increasing performance aspirations from citizens, customers, and shareholders alike. As a core enabler of performance optimization and accountability, boards of directors and executive leaders consider it to be a core management practice and a key ingredient to better organizational behaviours and marketplace relevancy.
Historical and recent socio-economic, workplace and regulatory developments, however, have made performance management a misunderstood and confusing topic for many organizations, especially for those that do not recognize the interdependencies that cut across management and human resources practices. Performance management processes must be thoughtfully configured, phased-in and actively managed to ensure that related policies and programs are relevant in a digital world, and focused and practical for employees and managers alike.
Knowledge is Power
We’ll explore the key strategic, methodological and process considerations for contemporary performance management, as well as the strategic trends that are driving greater choice and complexity.
- Learn the fundamentals of performance planning and measurement
- Examine how practices are being disrupted and transformed to meet the changing nature of work, including the rapid transition to virtual business models
- Explore a range of macro and micro methods, and emerging alternative practices
- Determine how and what to measure in your organization
- Assess your current programs and processes, including specific applications for executive, managerial and staff workforce segments
The Case for Change
Introducing a new performance management system requires a nuanced approach that clearly takes into consideration your context, program choices, implications, and the business case for change. It must also be transparent and engender trust amongst all stakeholders. We’ll show you how to make a contextual assessment and set priorities that align with your goals and management practices.
- Use a series of exercises to set priorities and assess implications for your organization’s unique needs
- Gain an understanding of governance and administrative requirements
- Develop a business case for a new performance management strategy
- Learn about related risk and change management practices
- Explore the role of technology and analytics in performance management
- Investigate alternative and innovative performance management practices