The curriculum material that we use in our PMS Workshops is a collection of our ideas and learning acquired over several years of direct work and consulting experience. Many of our ideas are based on what we learned from successful managers, especially about how they came out on top in challenging and difficult situations, their thought processes, innovative solutions and bold and decisive actions

Click on the following PMS Workshops to see what we offer.

Defining Performance Goals

We focus on development of the core skills required for defining job roles, responsibilities, performance goals, measures and the action plans for achieving goals.

Defining ‘Deliverables’

A ‘deliverable’ is an output an employee is required to deliver or an end result he is required to make it happen. ‘Deliverables’ are like finish lines in a race.

Assigning Performance Measures

Performance measures are always numerical, including for intangible deliverables. It is through performance measures that leaders drive the performance of their people.

Differentiating ‘Zero Error’ Goals

There are job deliverables that are a must to be achieved. We call them ‘zero error’ goals. An employee who fulfills all the ‘zero error’ goals of his job role will at the best be considered an ‘effective’ performer.

Defining ‘Betterment’ Goals

‘Betterment’ goals provide the opportunity for individuals to demonstrate initiative, drive and superior performance. ‘Betterment’ goals are set over and beyond threshold goals with an intention to ‘exceed expectations’.

Reviewing Performance

Reviewing performance is a critical tool for monitoring and managing performance on-goingly. We focus on the following skills in order to enhance the already existing reviewing practices.

Examining Success

We coach our participants to examine success in order to differentiate the critical actions that caused the success.

Replicating Strengths

The ‘critical actions’ that caused success can be refined into work processes to be replicated in the future and by others.

Examining Set Backs

We coach our participants to examine their ‘reasons’ for set-backs in performance and to formulate fresh actions to overcome the barriers.

Distinguishing Performance Barriers

We have compiled a six-point ‘reasons test’ to coach participants to differentiate real performance barriers from in-the-mind barriers.

Appraising & Rating Performance

We focus on four critical components while coaching managers to be ‘objective’ and ‘realistic’ in appraising & rating performance.

Making a Performance ‘Scoreboard’

We have formulated a ‘scoreboard’ format in order to bring ‘objectivity’ and ‘fairness’ to the performance appraisal process.

Acknowledging ‘Adequate’ Performance

We coach participants to recognize the performance achievements that are more in the nature of fulfilling job role expectations.

Differentiating ‘Superior’ Performance

We have compiled criteria to differentiate performance achievements that are typically considered as ‘superior’ performance.

Rating ‘Realistically’

We have compiled a ‘realistic rating guide’ to help our participants to be realistic when rating performance.

Performance Appraisal Feedback

We conduct these workshops for Appraisers. We invite our participants to use the performance appraisals of their real-life appraisees as case material for the workshop.

Completing the Performance Appraisal

As the first step, participants prepare a complete real-life performance appraisal to be used as case material in the workshop.

Planning the Feedback Dialogue

We coach our participants to plan the feedback session, mainly in terms of purpose, content, experience and completion of the dialogue.

Role Playing the Appraisal Dialogue

Participants practice conducting performance feedback dialogue through role playing.

Implementing Appraisal Feedback

Participants are coached to formulate plans for implementing performance feedback to impact employee motivation.

Performance Coaching

We offer this workshop for leaders who wish to enhance their coaching skills.

Being ‘Coach’

We present our ideas about being a coach and integrating with being a boss.

Skills for Coaching

We focus on critical skills, viz. skill to identify performance barriers, skill to obtain commitment for self-development.

Role Playing Coaching Situations

We invite participants to work with their real-life case material for practicing their coaching skills.

Coaching Assignments

We facilitate participants to formulate plans to use coaching skills for enhancing the performance of their people.

Training the PMS Trainer

This is a ‘transfer of skills’ program. We have found that line managers in factories; sales and other functions are as keen to be PMS trainers and coaches as are HR professionals.

Acquiring PMS Skills

Participants are coached to enhance their skills in PMS processes in order to have a robust foundation for developing into PMS trainers.

Working with PMS Training Manual

We provide a PMS training manual for participants to learn the delivery and facilitation of PMS training workshops.

Practice Sessions

We coach participants to conduct the various sections of PMS training workshops to live audiences.

Conducting PMS Workshops

We facilitate participants to develop customized PMS course material for their target audiences.