Course Outline:

PUTTING IT ALL INTO PERSPECTIVE (THE THEORY)
Defining Performance Management
• Measurement versus Management
• Strategy Alignment & Performance Management
• F.A.M.E.™ - How Successful Organizations Get It Right
The Key Ingredients to the Performance Management Process
- Clear Goals- and how to make them that way
- “T.O.M.S.”™ and Cascading Objectives
- Unique Contributions - Defining Who Does What
- Performance Reviews using S.M.A.R.T.™ Objectives
- Implementing Effective Reward & Recognition Systems
- Purposeful Communication
Using Benchmarking to “Ratchet Up” Performance
• Benchmarking as a Performance Management Tool
• Introduction to The 12 Ladders to World Class Performance
• The Ladders Audit as a Tool for Benchmarking Your Business
Introduction to the Balanced Scorecard
- Background Research - How the Balanced Scorecard Evolved
- Score carding as a Strategy Implementation Tool
- The Four Perspectives:
• Financial
• Customer
• Internal-Business-Process
• Learning & Growth
- Debate: Should There Be Other Perspectives?

PUTTING THEORY INTO PRACTICE (I)
Developing Clear Organizational Goals
- Workshop participants will be given skills practice in developing clear, measurable goals for their respective businesses
Developing Unique Contributions
• Identifying and agreeing Outputs and Success Measures
(Workshop participants will receive guidance on how to implement this process using some generic job types as well as their own respective positions as examples)
Developing S.M.A.R.T.™ Objectives (“Hardware vs. Software”)
“Hardware”
- Converting Unique Contributions into Specific Actions
(Again, workshop participants will develop S.M.A.R.T. objectives using their own jobs as examples)
“Software”
• When & How to do Performance Reviews
• The 5 Key Ingredients to Successfully Managing Employees’ Performance
The Reward & Recognition Debate
- Financial versus non-Financial rewards (avoiding the pitfalls)
- Recognition as a Motivational Tool
- Linking Rewards to Learning & Growth
- Selecting Which Method to use and When - Lessons from Leading
Multinationals
PUTTING THEORY INTO PRACTICE (II)
Building a Balanced Scorecard
Workshop participants will build a model scorecard using a fictitious oil & gas multinational as an example.