Workshop B Agenda

SYDNEY: 5 SEPTEMBER

Registration and welcome coffee: 8:30am
Course duration: 9:00am-4:30pm, including networking breaks

ADDRESSING CURRENT PROBLEMS WITH PERFORMANCE MANAGEMENT

Identifying the main types of poor performing employees
Profiling common management and HR practices which can contribute to performance issues
Creating socially safer workplaces
Investigating common legal claims resulting from ineffective management and poor performance management processes, including: confusing misconduct with performance, constructive dismissal, bullying, stress and adverse action claims

UNDERSTANDING PEOPLE IS UNDERSTANDING BUSINESS

Looking at managerial authority, responsibility for managing performance and how HR can support management to step up
Effectively managing the employment relationship, including out of hours conduct and social media
Holding effective one-on-ones, and giving frequent feedback for
improved performance

APPLYING EFFECTIVE COMMUNICATION STYLES

Using DISC to understand communication styles and how they impact communication in the workplace
Recognising most common performance issues can be ‘overused strengths’
Using communication styles as a tool to more effectively deal with performance issues

HAVING CRUICAL CONVERSATIONS AND MAKING THE RIGHT DECISIONS

Having crucial conversations along the performance pathway, and ensuring their effectiveness
Framing performance issues and what you are measuring performance against
Dealing with mis-aligned performance perceptions of the employee
Engaging in low versus high intensity crucial conversations - informal versus formal approaches
Documenting crucial conversations
Determining the right decisions and justifying reasonable management actions

PUTTING PERFORMANCE PROCESSES INTO PRACTICE

Overcoming problems with traditional performance appraisals
Aligning managerial and HR effectiveness with acceptable standards for the organisation
Avoiding complex performance or disciplinary processes that are ineffective
Minimising potential legal risks and consequences of performance improvement processes
Practice by role playing crucial conversations, and creating crucial tailored emails for performance scenarios which can have escalating problems

HAVING CONFIDENCE AROUND LEGAL RISKS

Using crucial conversations to avoid legal claims such as unfair dismissal, general protections, bullying and psychological injury or stress
How to proceed in the face of legal claims or grievances