Performance Management for HR Business Partners Training Course

Participants can help managers create measurable goals and observable performance expectations.

• SMART goals written with outcome measures, deadlines and accountable ownership
• OKRs distinguished from individual objectives, operational targets and development goals
• Cascading objectives from strategic priorities to role-level deliverables
• Behavioural expectations defined through observable actions and decision standards
• Balanced scorecards combining financial, customer, process and people measures
• Goal-quality audit identifying vague, uncontrollable, duplicated and conflicting objectives

Participants can assess performance evidence and advise managers on defensible rating decisions.

• Evidence log built from outcomes, behaviours, feedback and documented check-ins
• Rating scale design using clear descriptors and performance anchors
• BARS applied to roles requiring observable service, control or leadership behaviours
• Recency, halo, horns and leniency bias identified in manager assessments
• Separating effort, intent and external constraints from achieved performance
• Rating rationale documented against agreed goals, standards and evidence

Participants can coach managers to conduct clear, respectful and action-focused performance conversations.

• SBI feedback model: situation, behaviour and impact stated precisely
• Feedforward questions focused on future actions, support and accountability
• Manager preparation using evidence, desired outcomes and likely employee responses
• Active listening techniques: paraphrasing, probing, summarising and checking understanding
• Recognition conversations linked to specific contribution and valued behaviours
• Difficult feedback framed without labels, assumptions or personality judgements

Participants can structure early intervention and formal improvement action for underperformance cases.

• Underperformance diagnosis separating capability, motivation, workload, clarity and conduct issues
• Performance improvement plan with standards, milestones, support and review dates
• Root-cause questioning before imposing training, supervision or disciplinary responses
• Documentation standards for meetings, evidence, support offered and employee responses
• Escalation thresholds distinguishing informal coaching from formal performance procedures
• Reasonable adjustment considerations for disability, health and workplace barriers

Participants can facilitate calibration processes that improve rating consistency and decision quality.

• Calibration meeting charter defining purpose, participants, evidence and decision rules
• Pre-calibration data pack covering ratings, demographics, goals and supporting evidence
• Rating distributions interpreted without forced ranking or quota assumptions
• Evidence challenge questions testing comparability across teams and job families
• Bias checks examining gender, ethnicity, age, location and working arrangements
• Calibration decisions recorded with rationale, actions and accountable follow-up

Participants can connect performance outcomes to fair talent and development decisions.

• 9-box grid separating current performance from future potential assessments
• Potential indicators: learning agility, aspiration, ability and leadership readiness
• Talent review protocols using evidence, succession data and development history
• Development actions matched to performance gaps, career goals and future roles
• Avoiding conflation of visibility, confidence and potential in talent discussions
• Succession slates reviewed for readiness, diversity, risk and development needs

Participants can use performance data to identify process weaknesses and advise business leaders.

• Performance dashboard measures for completion, goal quality, ratings and check-in frequency
• Rating-pattern analysis by function, manager, grade and employee population
• Adverse-impact screening for statistically unusual rating or outcome patterns
• Manager compliance reports distinguishing late completion from poor-quality documentation
• Employee listening data linked to fairness, feedback quality and goal clarity
• Action priorities selected through impact, urgency, ownership and implementation effort

Participants can plan manager enablement and adoption support for performance management changes.

• Change impact assessment identifying affected roles, behaviours, systems and decision rights
• Manager enablement plan covering briefing, practice, job aids and follow-up coaching
• Performance management communications addressing purpose, expectations and key dates
• Frequently asked questions prepared for ratings, feedback, goals and confidentiality
• Resistance diagnosis distinguishing skill gaps, workload concerns and disagreement
• HRBP stakeholder plan assigning sponsors, owners, channels and escalation routes

Participants can create a targeted plan to improve performance management in their business area.

• Current-state assessment against process quality, manager capability and governance criteria
• Priority issue statement supported by performance data and stakeholder evidence
• Ninety-day action plan with outcomes, milestones, owners and review measures
• Manager coaching interventions selected for recurring performance-management failure points
• Governance rhythm for check-ins, calibration, issue escalation and executive reporting
• Personal advisory commitments for applying course methods with business leaders