Performance Appraisal - Octara.com

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“Great work, Great energy, Great experience!!” Shell, Pakistan Ramiz Allawala Ramiz Allawala is a much sought after motivational public speaker who has delivered lectures in Asia and the Middle East on topics ranging from personal leadership, motivation and ethics, to global leadership, corporate governance and social responsibility. Ramiz consults and trains widely on coaching, team performance and leadership for hyper-growth organizations. After running businesses in USA and Pakistan, he founded Avista Training International (formerly Gulfstone Training), and has coached and mentored senior executives, students, young leaders and underprivileged youth. He has trained over 8,000 executives in the private, public and non-profit sectors. As a management consultant, Ramiz not only helps clients build leadership pipelines, cohesive teams, management strategies and develop Human Resource policies but also trains teams in service alignment and customer services. Participants in Ramiz's courses are struck by his intellectual insights, articulation and practical hands-on approaches that help them create their own destiny. Therefore, with his profound sessions, Ramiz has helped create high trust cultures in leading organizations. His workshops are open, non-dogmatic, and interactive where everyone is challenged to offer differing views, ideas and strategies, since the main focus remains on 'do-ability' rather than theory. He offers instant feedback and assessment to his clients by using his unique 'Management-By-Coaching' model that is based on 3MCs - Managing Culture (creating high Trust), Managing Change (challenging set-piece learning loops), and Managing Commitment (inclusion, assertion and cooperation). With an aim to improve the calibre of human resource in Pakistan, Ramiz is extensively involved in training assignments across Pakistan though he is now settled in Houston, USA.
Course Overview: This program distinguishes between employees who think they are owed by a job and those who own their jobs. Those that believe they are owed by a job just turn up at work, do the minimum and expect the maximum - good increments, promotions and great benefits. Our expert, Ramiz Allawala believes this situation is as much the employer’s fault as the employee’s. When combining bureaucracy, silo building and command-&-control management, employers create an entitlement mentality. This program is designed for managers who want to excel in performance management so that employees develop ownership thinking, create purpose, accountability and profits and end a culture of entitlement. Often, the hardest part of a manager’s job is talking with employees about performance related issues. Nearly all supervisors dread initiating these kinds of conversations and many avoid them whenever possible. This inherent avoidance causes performance issues to worsen over time. Frequently, the areas that require improvement relate to behaviors that are difficult to quantify, such as interpersonal skills, personality traits, motivation and attitude. Consequently the manager’s perceptions can seem subjective rather than objective. So discussing these issues with an employee can seem out of the question. The underlying problem is the inability to translate what is "known" into effective words that are easier to say and positively affect the employee. Learning Methods: This is a highly participative and practical workshop. Delegates will practice all the skills involved in the Performance Appraisal Process, and review and refine the use of these skills, through: Exercises | Role Plays | Team Tasks | Group Discussions Inputs will be provided on the various skills and techniques currently practiced and related handouts will be provided. Who should attend? Managers, Supervisors, Team Leaders and HR professionals DIAGNOSE PERFORMANCE ISSUES Accurately and quickly assess the overall employee performance levels of your entire team. Identify high potential employees and those in need of performance support. Uncover key performance information and set aside extraneous information. CRAFT THE PERFORMANCE MESSAGE Learn to think and talk in terms of the desired performance as opposed to creating messages based on calling attention to performance deficiencies. Find the right words to describe behavioral aspects of performance such as interpersonal skills, temperament, attitude, motivation etc. De-personalize tough messages by positioning the information alongside the business rationale for change. Address performance issues in a non-critical tone and avoid the number one trap that most managers fall into. Turn real-life, challenging performance scenarios (including participant examples) into constructive, accurate and honest messages. Learn the types of phrases and words to avoid. MANAGE PERFORMANCE DISCUSSIONS Present feedback in a manner that minimizes awkwardness and defensiveness. Demonstrate support of the employee while at the same time making it clear that the employee is ultimately responsible for attaining performance objectives. Anticipate and respond effectively to employee reactions to feedback, including typical objections. Maintain control over the discussion's direction and outcome. Conclude performance discussions by assessing and confirming the employee's willingness to take responsibility for the area(s) of development. Follow up to verbal agreements for change by translating feedback into written goals- even for difficult-to-measure behavioral type issues. TOOLS THAT PARTICIPANTS WILL TAKE AWAY: Creation of at least one actual performance message. A time-saving performance feedback tool that can be used right away. The ability to communicate performance feedback tha has a greater chance for a "You're right, I do need to work on this" employee response instead of a defensive reaction.
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Performance Appraisal - Octara.com

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