What This Initiative Is About

 

It is that time of the year, again, when you have to partake in a performance appraisal. You need to evaluate the job performance of your charges for last year and get better performance out of them this year.

 

To do so, you need to…

  • Give feedback on the all around performance of your staff

  • Highlight key areas of present and future improvements

  • Identify education, training, development and coaching needs

  • Make recommendations for salary increases, promotions and bonuses

  • Justify the criteria for allocating rewards and incentives

  • Handles possible problems, issues, difficulties, obstacles and challenges

  • Facilitate communication between different parties

  • Advice on career, professional and personal development

  • Receive feedback and suggestions from your staff

  • Gain commitment for future key performance indexes

  • Take possible unpleasant courses of action .... and you need to do it fairly, in a highly sophisticated way.

 

So regardless of whether your organization takes a single-perspective quantitative approach and/or a mutli-perspective qualitative approach to performance management and appraisal through Coaching For Performance Appraisal you will…

 

  •     Gain the practice to confidently conduct performance appraisals

  •     Sharpen your mind sets to approach your performance appraisals in the best possible way

  •     Polish up your skill sets to give you an edge while facilitating your performance appraisals

  •     Avoid the wide range of pitfalls that inadvertently occur during your performance appraisals

  •     Ensuring you use best practices during performance appraisals

  •     Learn to expertly deal with difficult situations that come up during your performance appraisals

  •     Discover how to gain agreement on producing higher levels of performance and much, much more…

 

What You Can Expect

 

A ground breaking, absolutely unique, expertly researched & created, world class, professionally delivered initiative, which will address your specific needs and benefit you for a lifetime.

 

How This Initiative Is Conducted

 

This perspective shaping initiative is expertly run as a series of …

 

          Illuminating introductions
          Engaging dialogues
          Interactive games & exercises
          Thought provoking debriefs
          Open questions & answer sessions
          Reflection time-outs
          Relevant case studies
          Enriching assignments
          Feedback loops

 

Initiative Outline

 

Part 1 – Exploring The 7 Stages Of A World Class Performance Management Cycle

 

  •  Appreciating Each Stage And The KPIs Of Each Stage

  • The Pre-Planning Stage Of Performance Management

  • The Planning Stage Of Performance Management

  • The Communication Stage Of Performance Management

  • The Coaching Stage Of Performance Management

  • The Appraising Stage Of Performance Management

  • The Consolidation Stage Of Performance Management

  • Re-Pre-Planning Stage Of Performance Management

 

Part 2 – The Leadership Mindsets Required During Performance Management

 

Sharpening Your Primary Leadership Mind Set For Performance Management

     The 7 Ps of Primary Leadership

           The Value of Principles

           The Value of Proactivity

           The Value of Problems

           The Value of Patience

           The Value of Profitability

           The Value of Performance

           The Value of Peace

 

Sharpening Your Secondary Leadership Mind Set For Performance Management

     The 10 Dimensions of Secondary Leadership

  • Raising Your Team’s Awareness

  • Knowing Your Team’s Personality

  • Clarifying Their Intention

  • Aligning Their Targets

  • Creating Opportunities For Them To Win

  • Building A Great Team Environment For Them

  • Coaching Them To Deliver Excellent Results

  • Inviting Them To Remain Coachable

  • Developing Their Competencies

  • Leading Your Leader

Sharpening Your Tertiary Leadership Mind Set For Performance Management

     What Type Of Performance Appraiser Are You?

  • Are You A Regenerative Performance Appraiser?

  • Are You A Benevolent Performance Appraiser?

  • Are You An Effectuate Performance Appraiser?

  • Are You An Especial Performance Appraiser?

  • Are You An Erudite Performance Appraiser?

  • Are You An Allegiant Performance Appraiser?

  • Are You An Affective Performance Appraiser?

  • Are You A Provocative Performance Appraiser?

  • Are You An Amiable Performance Appraiser?

 

Part 3 – The Coaching Skill Sets Required During Performance Appraisals

 

The Art Of Listening

 

How To Avoid Not Hearing During Your Performance Appraisals

  • How To Escape Just Hearing During Your Performance Appraisals

  • How To Improve Selective Listening During Your Performance Appraisals

  • How To Active Listening During Your Performance Appraisals

  • What Is Emphatic Listening During Your Performance Appraisals

  • When To Use Non-Emphatic Listening During Your Performance Appraisals

  • Can You Listening Beyond Listening During Your Performance Appraisals

The Art Of Questioning

  • Asking Questions To Clarify During Your Performance Appraisals

  • Asking Questioning To Specify During Your Performance Appraisals

  • Asking Questioning To Explore During Your Performance Appraisals

The Art Of Dialoguing

  • The Pitfall Of Having Your Performance Appraisal Becoming A Discussion

  • How To Avoid Debates During Your Performance Appraisals

  • Establishing A Dialogues During Your Performance Appraisals

The Art Of Crystallising

  • How To Remove Doubt During Your Performance Appraisals

  • How To Gain Clarity During Your Performance Appraisals

  • How To Establish Agreements During Your Performance Appraisals

 

The Art Of Actioning

  • Translating Performance Appraisals Intangibles Into Tangibles  

  • Measuring The Meaningful Through Performance Appraisals

  • Focusing On The Target Of Your Performance Appraisals

 

The Art Of Feed-Backing And Feed-Forwarding

  • Exploring What Worked And What Didn’t Work 

  • Thinking, Speaking And Actioning The Missing 

  • Identifying The Difference That Will Make The Difference

The Art Of Winning

  • Hitting Your Future Performance Target

 

Part 4 – Exploring The Common Pitfalls During Coaching For Performance Appraisals

 

   How To Avoid The Common Pitfalls Of… 

 Incessant Politicking

 Office Gossiping

 Buying Into Excuse

 Divergent Goals

 Misaligned Purpose

 Miscommunication Messages 

 Overt Favouritism

 Covert Animosity

 Unclear Intentions 

 Uncertain Standards

 Applying Best Practices During Performance Appraisals

 

Part 5 – Dealing With “Difficult Situations” During Coaching For Performance Appraisals

       

  • Identifying Your Top “Difficult Situations” During Performance Appraisals

  • Exploring The Issues Behind The Performance Appraisal Issue

  • Examining The Strategies You Use To Normally Deal With These “Difficult Situations”

  • Establishing Why These Strategies Work Or Don’t Work

  • Figuring Out New Ways To Dissolve Your “Difficult Situations”

 

Part 6 – Confidently Practicing Your Performance Appraisals

       

  • Role Playing Your Entire Performance Appraisal Process

  • Ensuring Confidence And Competency With Respect To Performance Appraisals

Coaching For
Performance Appraisal

Your Chief Facilitator - Manoj Sharma

Who is Manoj Sharma?

Manoj Sharma is just a human being, doing his best to make a small difference in the world.

 

Professionally, Manoj Sharma is the CEO of CusJo.com, a smart survey + A.I. company that assists enterprises with their talent optimisation, customer experience and market research analytics needs. 

 

Manoj Sharma holds a B.Sc. Economics (Hons) Banking & Finance. He started his career as a Special Events Manager for the Walt Disney Co. He continued, as a Group Business Development Director for eGuide a tech startup which was sold for SGD 23.5 million. He was subsequently the CEO of DifferWorld and the Singapore Service Academy for more than 10 years. He has advised more than 300 large public and private organisations, assisted them with their organisational and professional development needs, as well as delivered keynotes and facilitated programs globally for more than 110,000 people. He considers this to be an absolute privilege.

 

Manoj sits on various committees. In 2003 he was invited by SPRING Singapore to advice on how to grow Singapore’s entrepreneurship landscape and subsequently sat of the Board of the Action Committee for Entrepreneurship. In 2012, he was invited by the Singapore Kindness Movement to conceptualise the framework for Kindness@Work, a national initiative designed to create a more gracious society starting with the CEOs of large organisations. Outside of his roles with the aforementioned organisations, he is highly active in the international start-up scene, as an investor, speaker, judge and thoroughly delights in mentoring entrepreneurs from around the world.

 

In his free time, Manoj enjoys playing a round of golf with his buddies. As for the future, Manoj looks forward to continue to contribute to society, to the best of his abilities. 

 

 

 

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