Training Course: Designing Performance Systems That People Actually Follow
1Summary
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.
2Objectives and target group
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.
3Course Content
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.