Upon completion of this course, participants will be able to:

• Design a comprehensive, continuous **Performance Management System (PMS)** aligned with organizational strategy and values.
• Master the use of modern goal-setting frameworks, such as **OKRs (Objectives and Key Results)**, to align individual to organizational goals.
• Implement a culture and process for continuous, objective, and developmental feedback and coaching.
• Develop clear, behaviorally anchored rating scales and ensure legal compliance and fairness in the appraisal process.
• Lead the change management required to transition the organization from a traditional to a continuous **PMS**.
• Strategically utilize technology and **HRIS** systems to support the continuous feedback and goal-tracking process.
• Manage the process of identifying, documenting, and addressing underperformance fairly and effectively.
• Develop metrics (e.g., goal attainment, feedback volume, performance distribution) to measure the effectiveness of the **PMS**.

• HR Leaders and Directors responsible for Talent and Performance Management
• HR Business Partners and Generalists managing performance cycles
• All Managers and Supervisors responsible for goal setting and coaching
• Organizational Development Specialists and Internal Consultants

• Group exercises writing and cascading **OKRs** from a high-level organizational objective to an individual employee level.
• Role-playing scenarios practicing giving continuous, developmental feedback (**SBI Model**) and addressing underperformance.
• Workshops on designing a communication plan and training module for all managers on the new **PMS**.
• Case studies analyzing organizational success in shifting from annual appraisal to continuous performance management.
• Individual exercises developing a **Performance Improvement Plan (PIP)** outline for a sample underperforming employee.

Unit 1: Strategic Foundations of Modern Performance Management

• Defining modern **PMS**: the shift from annual appraisal to a continuous, developmental dialogue
• Linking **PMS** design directly to business strategy, values, and high-performance culture objectives
• Understanding the legal and ethical requirements for fairness, equity, and non-discrimination in performance assessment
• The critical role of leadership commitment and manager accountability in **PMS** success

Unit 2: Goal Setting and Expectation Alignment (OKRs)

• Mastering the **OKR** framework (**Objectives and Key Results**): writing effective, inspirational, and measurable goals
• Techniques for cascading strategic goals down to individual and team-level **OKRs** effectively
• Integrating competencies (the 'how') with goals (the 'what') in the performance contract
• Setting clear developmental goals alongside business results goals

Unit 3: Continuous Feedback and Coaching

• Mastering the delivery of objective, frequent, and developmental feedback (**SBI Model**)
• Strategies for creating a psychologically safe culture where employees seek and give feedback easily
• Implementing a 360-degree or multi-rater feedback process and integrating it with the **PMS**
• The manager as a coach: moving from judging to facilitating employee development and growth

Unit 4: Calibration, Appraisal, and Underperformance

• Developing a fair, transparent appraisal process and using calibration sessions to manage rater bias and ensure consistency
• Designing effective rating scales (e.g., **BARS**) that anchor ratings to observable behaviors and results
• Mastering the process of documenting and addressing underperformance through **Performance Improvement Plans (PIPs)**
• Legal compliance: ensuring all disciplinary and termination decisions are supported by rigorous **PMS** data

Unit 5: Implementation, Technology, and Metrics

• Developing a robust change management and communication plan for the new **PMS** rollout
• Selecting and utilizing **HRIS/PMS** technology to automate goal tracking and continuous feedback capture
• Key metrics for measuring **PMS** effectiveness (e.g., goal attainment, employee development, retention of high performers)
• Strategies for auditing and updating the **PMS** annually to adapt to strategic and market changes