Pre-Conference Workshop – Performance Management Workshop

Sydney (Online): 6 September 2021  | Melbourne (Online): 8 September 2021  | Brisbane: 13 September 2021 | Perth: 15 September 2021 

Performance Management Workshop

Sydney (Online): 6 September 2021  | Melbourne (Online): 8 September 2021  | Brisbane: 13 September 2021 | Perth: 15 September 2021 
One of the most difficult, time consuming and intense roles of an HR Practitioner is navigating performance complexities. HR teams deal with increasing Fair Work Commission intervention when managing performance, because of changes to laws, constant workplace change, and increasing awareness of rights.  
Reliance on complex processes such as formal performance improvement plans doesn’t always have the desired outcomes. Even with the most sound and well intentioned performance improvement and disciplinary processes in place, the risk of legal action is still there. We will also workshop how to continue in the face of any claims or grievances made, with legal confidence. 
This one-day workshop provides in-depth practical focus on how to manage most performance scenarios through meaningful, regular discussions and communication - helping you take practical approaches to unravelling the complexities of managing performance. 
Key Themes 
Addressing current problems with performance management 
  • Common workplace contributors to performance issues 
  • Investigating common legal claims & performance process related risks 
People and process 
  • Management of the employment relationship 
  • Effective one-on-ones and feedback for improved performance 
Applying effective communication styles 
  • Communication styles, and their impact on the workplace  
  • Aiding performance outcomes through the right communication styles 
Having crucial conversations, and making the right decisions 
  • Crucial and effective conversations during the performance pathway 
  • Taking the right approach with employees  
Performance processes in practice 
  • Avoiding complex & ineffective performance or disciplinary processes  
  • Minimising potential legal risks and consequences of a PIP 
Having confidence around legal risks 
  • Using crucial conversations to avoid legal claims  
  • How to proceed in the face of legal claims or grievances 
Facilitated by Edge Legal  

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


David Dilger, Director, Edge Legal 
Rod Collinson, Director, Edge Legal 
David Dilger has strong experience advising on factors relating to performance, and scenarios which arise during performance processes. His advice has a real practical edge to it - drawn from legal experience, and senior executive roles in the telecommunications, franchising and agriculture industries, plus a peak employer organisation. This includes leading an organisation to be a national finalist and joint state winner of the AHRI People Management Awards. 
Rod Collinson has particular expertise in people management issues, industrial disputes and advocacy. Prior to co-founding Edge Legal with David Dilger, Rod was the group head of an Employment & Safety Group in a mid-tier law firm for 10 years. He also previously worked in a top tier law firm and as a Consultant providing on-site services for clients. This complemented a background in workers compensation law.