Managing Employee Performance and Development

Leadership and Business Management October 25, 2025
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Introduction

This comprehensive course provides managers with the structured framework needed to move beyond the traditional annual review to a continuous, developmental performance management process. It emphasizes the critical link between ongoing coaching, goal alignment, and employee growth. Participants will master skills for setting clear expectations, delivering effective feedback, addressing underperformance with confidence, and creating personalized development plans. By focusing on coaching and growth, this program equips leaders to motivate high-potential employees, remediate performance gaps, and ensure their team's capabilities are continuously advancing to meet future organizational needs.

Objectives

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

  • Establish clear, measurable performance expectations and align them with broader organizational strategy.
  • Implement a continuous performance dialogue model, moving beyond the single annual review event.
  • Master the delivery of structured, constructive feedback that drives specific behavioral and performance changes.
  • Develop and utilize Performance Improvement Plans (PIPs) to address consistent underperformance effectively and legally.
  • Apply foundational coaching techniques (e.g., **GROW**) to unlock employee potential and drive self-directed growth.
  • Design personalized development plans (PDPs) that match employee aspirations with organizational needs.
  • Confidently handle high-stakes performance conversations, minimizing defensiveness and maximizing commitment.
  • Recognize and implement strategies for addressing the performance differences between skill gaps and motivational issues.

Target Audience

  • All Managers, Supervisors, and Team Leaders with direct reports
  • Human Resources and Employee Relations Specialists
  • Individuals responsible for conducting performance appraisals and reviews
  • Leaders seeking to implement a culture of continuous feedback and coaching

Methodology

  • Intensive role-playing simulations for conducting a Performance Improvement Plan (PIP) meeting.
  • Workshops on drafting clear **OKRs** and **KPIs** for different functional roles.
  • Group activities diagnosing the root cause (skill vs. will) of case-study underperformance.
  • Individual exercises creating a comprehensive Personalized Development Plan (PDP) for a direct report.
  • Peer review and feedback on conducting a continuous performance check-in conversation.

Personal Impact

  • Mastery of the full performance management cycle, from goal setting to correction.
  • Confidence in delivering structured, developmental, and impactful feedback.
  • Acquisition of the ability to address underperformance effectively and professionally.
  • Enhanced skill in coaching and mentoring high-potential talent for future roles.
  • Reduced stress and better preparation for high-stakes performance conversations.
  • A reputation as a leader who prioritizes and drives employee development.

Organizational Impact

  • Measurable improvement in team performance through clear goals and targeted feedback.
  • Reduced involuntary turnover (addressing poor fit) and voluntary turnover (retaining high-potential talent).
  • A streamlined, fair, and legally defensible process for managing performance issues.
  • A culture of continuous learning and growth, driving future organizational capacity.
  • Higher employee engagement and motivation due to clear expectations and development opportunities.
  • More accurate and useful performance data for succession planning and talent calibration.

Course Outline

Unit 1: The Shift to Continuous Performance Dialogue

Section 1: Beyond the Annual Review
  • Limitations of the traditional annual performance review and the case for continuous dialogue
  • Defining and establishing clear, measurable **OKRs** (Objectives and Key Results) or **KPIs**
  • Creating a predictable rhythm of performance check-ins and one-on-ones
  • The leader's role in removing barriers to high performance and providing necessary resources

Unit 2: Mastering Feedback and Coaching

Section 1: Developmental Feedback
  • Applying the **Situation-Behavior-Impact (SBI)** model for precision in feedback delivery
  • Techniques for managing emotional responses and defensiveness during feedback sessions
  • The difference between feedback for correction and feedback for development
  • Integrating basic coaching questions (from models like **GROW**) into performance discussions

Unit 3: Managing Underperformance Effectively

Section 1: Intervention and Correction
  • Diagnosing the root cause of underperformance: Is it a skill, resource, or motivation issue?
  • A structured, consistent process for documenting performance issues and setting targets
  • Developing and administering a professional and fair **Performance Improvement Plan (PIP)**
  • The legal and **HR** considerations when addressing consistent failure to meet standards

Unit 4: Development Planning and Talent Growth

Section 1: Future Focus
  • Conducting effective 'stay interviews' and career aspiration discussions with employees
  • Designing personalized **Development Plans (PDPs)** that align with future organizational roles
  • Identifying and nurturing high-potential employees for succession planning
  • The role of stretch assignments and cross-functional projects in accelerating development

Unit 5: High-Stakes Performance Conversations

Section 1: Confidence in Dialogue
  • Strategies for preparing for and structuring the most difficult performance conversations
  • Maintaining composure and professionalism when faced with anger or tears
  • Techniques for delivering bad news (e.g., failed PIP, demotion) with clarity and empathy
  • Closing the loop: ensuring commitment and developing clear next steps after the conversation

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