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

• Design and implement performance appraisal systems that align with civil service rules and equity principles.
• Develop clear, mission-aligned, and measurable objectives (**OKRs** or **KPIs**) for public sector roles.
• Master the delivery of objective, constructive feedback that addresses behavioral and output-related issues.
• Apply a continuous performance management cycle, moving beyond the single annual review event.
• Understand and apply the legal and **HR** requirements for performance documentation and corrective action in the public sector.
• Utilize principles of **PSM** to motivate high performance and link work to the public mission.
• Confidently manage conversations about underperformance, ensuring due process and fairness.
• Evaluate program success using quantitative and qualitative data to inform individual performance feedback.

• Managers, Supervisors, and Directors in government and public agencies
• Human Resources and Training Specialists in the civil service
• Policy Implementers responsible for program outcomes
• Anyone responsible for conducting formal performance reviews and appraisals

• Group activities designing a set of **KPIs** for a specific public sector role based on a legislative mandate.
• Role-playing high-stakes scenarios: delivering corrective action and managing an employee's appeal.
• Workshops on effective, compliant documentation and record-keeping for performance issues.
• Case studies analyzing public sector performance evaluation failures and best-practice systems.
• Individual exercises creating a defensible **Performance Improvement Plan (PIP)** outline.

Unit 1: The Context of Public Sector Performance Management

• The unique challenges: legislative mandates, union contracts, merit principles, and lack of profit metrics
• Legal and ethical requirements for fairness, equity, and due process in performance evaluation
• Understanding the role of **PSM** in setting expectations and motivating performance
• Differentiating between evaluating individual performance and program effectiveness

Unit 2: Goal Setting and Expectation Alignment

• Techniques for translating broad legislative mandates into clear, individual, measurable objectives
• Mastering goal setting using **SMART** or **OKRs** methodology in a mission-focused environment
• Developing behavioral competencies that align with public sector values and ethical standards
• Strategies for linking performance targets to overall program and agency outcomes

Unit 3: The Continuous Performance Dialogue Cycle

• Implementing a rhythm of regular performance check-ins and one-on-one coaching sessions
• Mastering the delivery of objective, documented feedback that is constructive and defensible
• Strategies for coaching development in areas constrained by rigid job classification structures
• Techniques for recognizing and rewarding high performance using non-monetary public sector incentives

Unit 4: Managing Underperformance and Due Process

• The legal framework for documenting performance deficiencies and ensuring due process
• Developing and implementing a fair and effective **Performance Improvement Plan (PIP)** in a unionized or civil service context
• Strategies for confidently conducting difficult conversations about poor performance and corrective action
• The importance of maintaining detailed, consistent, and objective performance records

Unit 5: Evaluation and System Improvement

• Conducting the formal annual appraisal using evidence and established standards
• Techniques for using aggregated performance data to identify systemic training or resource needs
• Strategies for managing appeals and addressing employee dissatisfaction with evaluation outcomes
• Leading system improvement initiatives to make the performance evaluation process more fair and effective