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Human Performance Measurement & Management

Benefits of attending this comprehensive course will include:

* Discover ways to measure the intangibles such as unique capabilities and competencies of the workforce
* Identify the talent with performance measurement and developing their strength
* Understand the ways to link performance measurement and management to business goals
* Determine the important elements to measure and select the right measurement tools
* Develop simple and practical ways to coach the appraisers in using measurement tools
* Review your current methodology & implement in-depth focus on outcomes rather than output of the performance measurement

Why should you attend?

Organisations want to measure performance correctly. Measuring the right things and measuring them correctly is a business necessity. Proper performance measurement will ensure continuous improvement and allow for a greater opportunity for profitability because of high efficiency in the workforce. It could mean an extra 20% increase in revenue for the year, or a 20% decrease. Organisations that do not pay heed to the severity of these issues are heading for an inevitable decline.

Key areas to be covered in the programme and documentation

Day 1

Analysing the views of HR to achieve stakeholders’ expectations
* What stakeholders really want from HR
* How stakeholders keep score of HR’s performance
* Team Exercise: Applying HR functions to the expectations of stakeholders
* How HR can respond

Reviewing business measures and how HR can make a difference
* Business measures from A to Z
* The practical ways to measure KPIs of functions other than sales and marketing
* Identifying how HR contributes to hard measures
* Identifying how HR contributes to soft measures
* Establishing the linkage between hard and soft measures
* Case Study: HR role in improving key business measures (KPIs)

Establishing an HR performance-centered framework: Linking human performance readiness, performance execution, and business outcomes
* Definition of performance management
* Key factors that enable performance readiness
* Linking performance readiness to execution in the work setting
* Aligning performance execution with business purpose and strategies to achieve business outcomes
* Keeping the focus on business outcomes during routine and difficult periods
* Case Study – Part I: Tracking key HR business measures

Identifying important elements to measure and evaluate the assessment and measurement tools
* Identifying the right things to measure - strategic business measures and day to day operational
measures
* Ensuring that execution measures are linked with desired business outcomes
* Examining current measurement tools and improving them to align with business needs and goals
* Case Study – Part II: Identifying the performance deficiencies and determining a solution

Assessing the intangibles that do not directly bring in revenue
* Gaining deeper knowledge about the contributions of the workforce and how to influence success
* Identifying competency requirements and the best ways to measure unique capabilities
* Making full use of employee performance strengths while improving on their weaknesses
* Case Study – Part III: Intangible performance measures

Day 2

Achieving fair performance ratings in your workforce
* Solving the unfairness problem in ratings and providing justified performance rankings
* Dealing with rater bias and fairness in performance ratings
* Applying techniques of appraisal to ensure that different appraisers apply similar standards in assessing performance
* Practical ways to train the appraisers
* Driving the truth into the process
* Case Study - Part IV: Assessing the workplace execution of competencies

Analysing how performance management influences talent development and retention strategies
* Developing the workforce to their strengths with practical strategies
* Ineffective habits of people and how they affect workplace performance
* Effective approaches for dealing with marginal performers
* Creating the effective performance improvement model
* Case Study – Part V: The elusive ineffective habits

Solving operational and execution issues in performance management
* Understanding how execution influences business outcomes and getting the desired results
* Improving execution strategies to get line managers and supervisors to manage performance and use measurement properly
* Tackling the common mistakes and re-strategise execution plans to achieve desired business outcomes
* Case Study – Part VI: Identifying the HR contribution to business outcomes

Weighing the importance of the right investments and the return of investments
* Selecting the right training for the right people: Training Needs Analysis (TNA) practices
* Key quality control tool for training managers: Asking the right questions
* Measuring the business outcomes of HR initiatives
* Evaluating the return on investment
* Decisions about investing in the future
* Case Study – Part VII: The return on investment (ROI) of performance management

Analysing the current and future trends of performance management in Asia
* Current practices of companies in Asia
* Creating the future by developing more knowledge workers
* Becoming one of the best employers in the market by enhancing the reputation of the organisation with good performance management

Who should attend?

This course is designed for Human Resource & Personnel Management, Change Management, Performance Management, People Capital and Organisational Department, Training / Learning and Development, Employee / Workforce Relations, Recruitment Officers and Specialists. It is also designed for Senior Management, Team Leaders and Line Managers with HR responsibilities.

Duration of Course: 2 Days
Price of Course: USD 2,195

Allan Schweyer

Allan Schweyer is a Principal in the Washington DC based firm Center for Human Capital Innovation, which provides strategic consulting services to government and military clients. Prior to CHCI, Allan was President & Executive Director of the Human Capital Institute. Trained as a labor market economist, Allan has contributed to the field for almost two decades. He is the author of two books, "Talent Management Systems" (Wiley & Sons, 2004) and - Talent Management Technologies (HCI Press 2009).

Allan is an internationally respected analyst and speaker on the topic of transformational human capital management for individuals, organizations, regions and nations. In 2009 he was recognized as among the "100 Most Influential People in HR and Talent Management". Allan's contributions include the development of award-winning workforce management and information systems for government, international organizations and the private sector. Allan has many years experience as a senior researcher, analyst and consultant, servicing large private and public sector clients worldwide. Allan's articles and white papers appear in dozens of popular media and industry specific publications worldwide including Inc.com, Future Health Magazine, Australia HR Magazine, Global Sourcing Magazine, The Journal of Leadership Excellence and many others. He travels the world speaking at conferences and leading workshops on the theme of human capital management.

Two or More Day Programme

The Landmark Hotel,
Bangkok

From 22-Mar-2010 To 23-Mar-2010

marcus evans

marcus evans is an international business events and information company with five main principle areas of business activity

* Business Events: providing valuable and niche focused industry insights to delegates worldwide and bringing B2B buyers and sellers together at over 2000 conferences, summits & congresses annually.
* Business Training: training programmes in a variety of formats including Professional Training, Financial Training, Language Training and Industry Sector Training.
* Corporate Hospitality: providing first class hospitality to Fortune 500 companies at the world's leading sports and cultural events.
* Business Information & Market Research: providing in depth analysis through subscription research products and publications
* Sports & Entertainment: The group's involvement in Sports & Entertainment includes, in the sports world the ownership of Ipswich Town Football Club & in entertainment Ken McReddie Associates, a long established and leading theatrical agency representing artists in the fields of Film, TV & Theatre.

marcus evans employs more than 3500 people in over 36 countries around the globe delivering intelligence and business products across a full range of commercial sectors, including Capital Markets, Life Sciences, Defence, Healthcare, Information technology and Legal.

The knowledge of our producers and the experience of our operational teams allow us to effectively provide all of our clients with the information and insights which they need to sustain a valuable competitive advantage.

Steven Lee Marketing, KL marcus evans Telephone: (603) 2723 6611 Fax: (603) 2723 6622 Email: stevenl@marcusevanskl.com