Workshop Agenda

Course duration 9.00am – 4.30pm  | 8.30 Registration and welcome tea / coffee  | 10.30 – 11.00 Morning break  | 12.20 – 1.00 Lunch break  | 2.30 – 2.50 Afternoon break

  • 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  
  • 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 
  • 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 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 
  • 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  
  • 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  
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