Lattice Performance Management for Leaders Training Course

Course overview

Managers often inherit inconsistent review habits: goals are set outside the system, feedback arrives too late to be useful, 1:1 notes are fragmented, and calibration discussions depend on memory rather than evidence. Lattice can centralise these activities, but leaders still need sound judgment to configure workflows, write meaningful assessments, and convert performance data into fair people decisions. This course addresses the operational and leadership discipline required to run a credible performance management cycle through Lattice.

Participants learn to use Lattice Goals, Reviews, Feedback, 1:1s, Updates and Analytics as an integrated leadership system. They practise translating business priorities into aligned goals, building review cycles, defining competency-based assessment criteria, requesting and giving actionable feedback, preparing managers for review conversations, and interpreting reporting without reducing performance to a score. The course also addresses calibration, bias controls, development planning, performance documentation and governance responsibilities for leaders and HR partners.

Delivery combines instructor demonstration in Lattice, guided configuration exercises, manager-role simulations, review-writing workshops and case analysis based on realistic team scenarios. Participants build a practical Lattice performance-management operating plan: a proposed goal structure, review-cycle design, manager communication plan, calibration checklist, feedback templates and dashboard measures for their own function. This gives both the participant and sponsoring manager a concrete blueprint for improving review quality, consistency and follow-through.

The course is suited to experienced people managers, HR leaders, people operations teams and Lattice administrators who are responsible for making performance processes usable, defensible and connected to business outcomes.

Course objectives

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

• Configure a Lattice review cycle with participant groups, review forms, timelines and automated reminders
• Translate business priorities into aligned Lattice Goals using measurable outcomes, owners and check-in cadences
• Design competency-based review questions and rating guidance that produce comparable manager assessments
• Conduct structured 1:1s in Lattice using agendas, shared notes, action items and development follow-up
• Write actionable feedback using SBI and feedforward methods within Lattice Feedback workflows
• Prepare and facilitate calibration discussions using review evidence, rating distributions and bias checks
• Interpret Lattice Analytics dashboards to identify completion risk, goal progress and review-quality patterns
• Produce a Lattice performance-management operating plan with governance roles, communications and success measures

Benefits of attending

Target competencies

Who should attend

• People Managers — who must run fair, useful goal, feedback and review conversations with their teams
• HR Business Partners — who advise leaders on performance decisions, calibration and process adoption
• People Operations Managers — who configure and administer review cycles, workflows and reporting
• Learning and Development Leaders — who connect performance evidence to manager and employee development plans
• Lattice Administrators — who need to translate organisational policy into reliable platform settings
• Department Heads — who need consistent performance insight across managers, teams and business units

Requirements and prerequisites

Participants should have experience managing people, supporting managers, or administering HR processes, and should understand the basic purpose of goals, 1:1s, feedback and performance reviews. Familiarity with their organisation’s current review policy, competency framework and goal-setting approach is strongly recommended. Participants should be able to navigate a web application and work with simple spreadsheet data. Access to a Lattice sandbox, training tenant or supervised production environment is useful but not mandatory; exercises can use instructor-provided scenarios. No coding, HR certification, statistical modelling or prior Lattice administration experience is required.

Training methodology

The instructor demonstrates each Lattice workflow before participants configure it in a guided practice environment or detailed simulation workbook. Short teaching sessions establish the leadership method behind the feature; workshops then apply it to goals, review forms, feedback requests, 1:1s and dashboards. Participants alternate between manager, employee and HR-partner roles in review and calibration scenarios, critique anonymised performance evidence, and refine their own operating plan. The final day uses peer review and instructor coaching to test each plan against adoption, fairness and reporting requirements.

Course outline

Day 1: Building the Lattice performance-management foundation

• Lattice performance-management product map: Goals, Reviews, Feedback, 1:1s, Updates and Analytics
• Performance-management operating model: leader, manager, employee and administrator accountabilities
• Linking business strategy to team and individual performance expectations
• SMART and outcome-based goal architecture in Lattice Goals
• Goal owners, parent-child alignment, milestones and check-in cadences
• Competency frameworks as evidence standards for performance assessment
• Lattice permissions, visibility choices and confidentiality boundaries

Workshop: Participants map a business priority to a Lattice goal hierarchy and produce a draft team goal structure with owners, outcomes and check-in dates.

Day 2: Designing review cycles and manager-ready assessments

• Review-cycle types: self, manager, peer, upward and project-based reviews
• Configuring review populations, eligibility rules, timelines and reminder schedules
• Building review forms with competency, goal-progress and narrative questions
• Rating scales, behavioural anchors and rating-definition guidance
• Question design for evidence quality and decision usefulness
• Review launch communications and manager enablement materials
• Completion monitoring and intervention using Lattice review status data

Workshop: Participants configure a review-cycle blueprint and produce a review form, rating guide and launch communication for a selected employee group.

Day 3: Turning feedback and 1:1s into performance evidence

• SBI and feedforward structures for actionable feedback
• Using Lattice Feedback requests, praise and private feedback appropriately
• Preparing recurring 1:1 agendas around priorities, obstacles and development
• Shared 1:1 notes, action items and accountability follow-up
• Using Lattice Updates to surface progress, risks and recognition
• Separating coaching notes from formal performance documentation
• Difficult feedback conversations: evidence, impact, requests and follow-up

Workshop: In manager-employee role plays, participants conduct a Lattice-supported 1:1 and produce an evidence-based feedback entry with agreed actions.

Day 4: Calibration, fairness and performance decisions

• Preparing calibration packs from goals, feedback, review narratives and ratings
• Calibration meeting protocol: evidence review, challenge and documented decisions
• Rating distribution analysis and appropriate use of comparative data
• Recognising recency, similarity, halo and leniency bias in assessments
• Managing disagreement between managers, peers and self-assessments
• Development plans, performance improvement actions and escalation boundaries
• Privacy, retention and access considerations for performance records

Workshop: Participants run a calibration case meeting using a set of Lattice review records and produce documented rating decisions, bias checks and follow-up actions.

Day 5: Measuring adoption and implementing the operating plan

• Lattice Analytics metrics for review completion, feedback activity and goal progress
• Dashboard interpretation: distinguishing participation signals from performance conclusions
• Manager adoption measures and process-health indicators
• Using Google Sheets to consolidate rollout milestones and action ownership
• Stakeholder communication through Slack and Microsoft Teams
• Performance-cycle governance: cadence, issue escalation and continuous improvement
• Ninety-day implementation planning for a Lattice performance-management rollout

Workshop: Participants present and refine a 90-day Lattice operating plan containing workflow decisions, manager enablement actions, calibration controls and success measures.

Tools & standards covered

Lattice, Google Sheets, Slack, Microsoft Teams

A typical training day

Live online deliveries follow the same structure in the East Africa Time zone, with shorter screen blocks and longer breaks.

What the fee includes

How you can take this course

Certification

Participants who complete the full five days receive the Skillset Development Certificate of Completion, stating the course title, course code, dates and delivery format — suitable for professional-development records and employer reimbursement.

Frequently asked questions