European Institute of Management and Finance | Performance Management
15725
page-template-default,page,page-id-15725,ajax_fade,page_not_loaded,,qode-child-theme-ver-1.0.0,qode-theme-ver-6.7,wpb-js-composer js-comp-ver-4.12,vc_responsive

Performance Management

Improving productivity by developing an effective performance management system

 Name: Effective Performance Management

 Components: 2 Seminar Presentations

 Duration: 14 hours

 

Most organizations do not have a performance management system in place that measures firm productivity across the production, delivery and promotion of services, and identify corrective actions that are required. As a result they cannot identify and improve consistently limiting factors such as unproductive processes, communication break-downs, unmotivated and ill-prepared staff.

In order to improve productivity organizations must develop an innovative approach to performance management, which helps companies operationalise their strategic priorities.

Given the complexity of these tasks and luck of experience to deal with such issues, training and guidance is needed.

 

Goals:

The specific learning outcomes organised are

  • Learn how improving productivity can help achieve strategy
  • Learn how to identify and measure Key Performance Indicators (KPIs) that can enhance productivity across key processes
  • Learn how to identify critical success factors for the company
  • Learn how to create linkage across the organization
  • Learn how to automate data capturing and data presentation to enhance productivity
  • Learn how to focus staff on company priorities
  • Learn how to build the right culture – around innovation, initiative and continuous improvement
  • Learn how to link with the appraisal system and the budgeting process

 

Certification:

The candidates who will complete the program successfully will be awarded a ‘Certificate of Training’, stating that the Cyprus Human Resource development Authority approves the program

OUTLINE:

Section1:

Introduction to productivity and performance management

  • Current trends that require immediate response
  • Limitations of current measures and systems for performance measurement
  • Areas for adding value
  • Most companies employ financial KPIs – what’s next?

Section 2:

Identifying productivity improvement KPIs

  • What KPIs?
  • Creating performance measures – Lead and lag measures
  • KPI selection criteria

Examples of KPIs from each of the four balanced perspectives

Section 3:

Identifying your company’s productivity goals and current measurement

  • What KPIs do you monitor
  • How it works
  • What changes could improve productivity

Group exercise and discussion

Section 4:

The balanced scorecard system as a framework

  • Why this system is suitable
  • How it works
  • Key elements

Section 5:

The company’s strategic priorities and KPI gaps

  • Identifying critical success factors for productivity strategy implementation
  • Developing a set of balanced objectives and causal links
  • A generic model with critical success factors
  • Identifying KPI gaps
  • A case study

Section 6:

Company strategic priorities

  • Identify your company’s strategic priorities
  • Recognize priorities on the strategy map
  • Place the current KPI set on the map and identify gaps

Wrap up, review and discussion of previous sessions

Section 7:

Developing a corporate scorecard for your company

  • Link your company’s strategic priorities to KPIs
  • Choose which KPIs the Management Committee should monitor
  • Decide how KPIs should be calculated

Section 8:

KPIs at Departmental Level

  • Principles
  • Types of KPIs – Examples
  • A cascading example
  • Aligning processes across production, delivery and promotion
  • Aligning organizational culture

A case study discussion

Section 9:

Reporting KPIs and taking corrective action

  • Managing KPIs at different levels
  • Tracking the action plan and benefit

Section 10:

Managing data quality

  • Setting controls to ensure data quality
  • Managing the data procurement process

Section 11:

Aligning staff through the appraisal system

  • What performance measures
  • How to link to remuneration

Section 12:

Creating the right culture

  • Recognising positive and negative behaviour and taking action
  • Driving the agenda from the top

 

Section 13:

Exercise: Identify KPIs  to include in the appraisal

Initiating a performance management improvement project

  • Work Plan – time scales
  • Critical factors for successful implementation

Closing Remarks

 

 

 

                  Apply Online