A performance plan that lives in a binder nobody opens is worse than no plan at all; it creates false confidence while the real problems keep piling up. Building a performance system that people actually use starts long before the review meeting: it starts with a clear job description, a realistic organizational structure, and a genuine understanding of what the role requires.

This course from the Arab British Fellowship Training Academy walks participants through that full chain: from structuring jobs and organizational frameworks in a way that supports fair performance planning, through embedding a performance-driven culture, running review meetings that lead somewhere, handling underperformance constructively, and linking performance data to career development and succession planning.

Who Should Attend?

• Senior leadership, executives, and department or team heads.
• HR heads, managers, and executives.
• Quality assurance, audit, and project management professionals.
• People with leadership potential who want to build these skills early.

Knowledge and Benefits

By the end of the course, participants will be able to:

• Understand current trends in performance management, and build a performance-oriented culture.
• Set up job descriptions and organizational frameworks that give performance planning a solid foundation.
• Use the Balanced Scorecard and clear KPIs/KRAs to set expectations and measure results.
• Run performance review meetings and interviews that lead to real outcomes, not just paperwork.
• Recognize and work with underperformance constructively, and reward good performance fairly.
• Connect performance data to career development and succession planning.

Module 1: Performance Planning Starts With the Job, Not the Review

• Why performance plans and job descriptions are really two sides of the same coin.
• The role of organizational structure and job description in building workforce competency.
• Practical basics for preparing and reorganizing an organizational framework.

Module 2: Describing Jobs So They Actually Reflect the Work

• Principles and standards for studying and describing jobs as the workforce changes.
• Performance rates, job assumptions, and the practical obstacles to applying them.
• The scientific principles behind organizing quality job groups within an institution.

Module 3: Turning Job Data Into a Personnel Policy Foundation

• Job study and description as the basis for personnel policy within the organization.
• Job data systems, and the outputs, projects, and deliverables tied to each role.
• The knowledge and skills a role genuinely needs, mapped clearly.

Module 4: Building the People Behind the Plan

• Learning and development activities, and how to plan them well.
• Exchanging skills and new knowledge across the team.
• Policies for selection, training, and rewards that reinforce the plan.

Module 5: Choosing the Right Training and Support

• Training methods, and how to pick the right one for the topic.
• Principles for choosing training aids and handling minor technical issues.
• Resources and support needed to get the job done, including changes to the work environment.

Module 6: Where Performance Management Is Headed

• Current trends in performance management.
• Instilling a performance-oriented culture across the organization.
• Using the Balanced Scorecard as a strategic performance measurement tool.

Module 7: Running Reviews That Lead Somewhere

• Structuring the performance review interview and meeting.
• Implementing a performance management process end-to-end.
• Communicating clearly throughout the performance check.

Module 8: From Underperformance to Great Performance

• Recognizing and addressing slow or underperformance constructively.
• Keeping overall control of the performance management process.
• Moving people from good performance to great performance.

Module 9: Performance Today, Career Tomorrow

• Understanding career development and succession planning.
• Linking today's performance data to tomorrow's growth opportunities.