Public sector organisations have recently been undergoing major reform, given the increasing demands for high-quality services by the public. As such, there is an urgent need to increase accountability, customer orientation and performance of public sector professionals, in order to provide efficient and high-quality services to the public. Effective performance management helps raise the bar for employees and connects their efforts to personal and organisational success, thus building a strong sense of ownership in the process. Research has proven that a highly engaged, high-performing workforce shows the greatest accountability to its roles and responsibilities as well as organisational growth and development. An engaged, performance directed workforce spends time on the correct things, rather than focusing efforts on unfruitful aspects. Building accountability through effective performance management is not as easy as it may seem. Leaders should not just communicate objectives and performance metrics but also help employees meet their performance targets through necessary coaching and mentoring. Regular performance feedback is key. However, there are many challenges that leaders face, including identifying the relevant performance indicators, setting appropriate and realistic targets, linking employee performance to organisational goals and showcasing this for employees to see benefit and feel accountable in their roles, etc.
By the end of the Employee Performance Management training program, participants will be able to:
· A complete understanding of performance management and different performance management systems to increase performance in the public sector.
· Knowledge of how to identify the correct performance indicators, set the correct targets, effectively link individual performance to organisational goals and objectives, thus setting up the most efficient performance management system to suit the organisation.
· Strategies to engage employees and build their accountability towards their work, their organisation and the public.
· Capabilities to positively impact public quality of life through improved, highly efficient, high-quality services.
· Exposure to help one upskill self and others to build a promising career in public services.
· The necessary support and training to handle additional responsibilities in one’s domain.
Performance Management – Introduction and Definitions
· Objectives of Performance Management
· Key Terms and Uses
· Corporate Values and Their Importance
· The Annual Performance Cycle
· Performance Management
Establishing Effective Objectives
· Vision, Mission, and Strategies
· Performance Criteria – 3 Types
· The Impact of Critical Success Factors on Performance
· Key Result Areas
· Key Performance Indicators (KPIs) and Units of Measure
· Financial and Non-Financial KPIs
· SMART Criteria – Establishing Individual Goals and Measures
· Measuring the Semi-Tangible Factors/Competencies
· Statistics on People and Performance
· Continuous Reviews and Assessments? Performance Gaps
· Common Causes of Poor Performance
· Measuring Performance – Scoring Systems
· Tips for Improving Performance
· Importance of Communication in Performance Management
The Importance of Coaching
· Coaching Responsibilities
· Benefits of Good Coaching
· Characteristics of a Good Coach
· Elements of a Good Coaching Session
· Five Steps of Coaching for Optimal Performance
Conducting Effective Performance Appraisals
· Planning Performance Appraisals
· Preparing for the Appraisal
· Objective not Subjective
· Conducting Effective Appraisal Meetings
· Common Appraisal Errors
· Roles of Employees and Managers
Performance Management and Performance Management Systems
· Definition of performance management
· Components of a performance management system
· Difference between performance measurement and performance management
· Tools for performance measurement and management
· Performance management and its impact on increasing accountability
· Definition of public financial accountability
Key Features of a Successful Performance Management System
· Alignment of performance management systems and strategies of the organisation
· Leadership commitment
· Work culture recognising good performance and fostering training for poor performance
· Stakeholder involvement
· Continuous monitoring, feedback dissemination and action from results
· Agility to change with changing strategies and employee dynamics
Performance Management Challenges to Leaders in the Public Services
· Changing employee dynamics and organisation structure
· Clarity on organisation strategy and plans
· Delayed feedback processes
· Limited behavioural incentives
· Lack of efficient and objective performance tracking systems
Key Performance Indicators – Essential Features of an Effective Indicator
· Objectivity – should be quantifiable
· Simplicity – should be recallable
· Relativity – should relate to overall organisational goals and objectives
· Consistency – should be of consistent importance to help identify individual and organisational progress
· Agility – to change with change in requirement and behaviour of the organisation
· Applicability – should indicate the next steps and action
Key Principles for Building Accountability in the Public Sector
· Responsibility of top management to lead by example
· Willingness among employees to accept responsibility
· Clear and transparent communication among all stakeholders
· Clarity of roles and responsibilities and expectations towards the achievement of organisational goals and objectives
· Empowerment of the customer–the public–through feedback systems
Factors Influencing Accountability in a Public Sector Organisation
· Integrity and performance-driven work ethic and culture
· Internal control systems to mitigate risks of corruption and fraud and manage and direct performance and upskilling of employees
· Good leadership qualities
Ways to Improve Public Financial Accountability
· Track assets and liabilities besides cash flow
· Conduct overall scrutiny and analysis of all possible financial avenues in the organisation? Reduce tolerance to corruption and fraud through extensive data analysis and use of Big Data
· Publish public statements regularly
· Plan for financial reform in a timely and organised manner
Stakeholders in Performance Management and Accountability
· Human resource professionals
· Public and civil society
· All our courses can be Tailor-made to participants' needs
· The participant must be conversant in English
· Presentations are well-guided, practical exercises, web-based tutorials, and group work. Our facilitators are experts with more than 10 years of experience.
· Upon completion of training the participant will be issued with a Foscore development center certificate (FDC-K)
· Training will be done at the Foscore development center (FDC-K) centers. We also offer inhouse and online training on the client schedule
· Course duration is flexible and the contents can be modified to fit any number of days.
· The course fee for onsite training includes facilitation training materials, 2 coffee breaks, a buffet lunch, and a Certificate of successful completion of Training. Participants will be responsible for their own travel expenses and arrangements, airport transfers, visa application dinners, health/accident insurance, and other personal expenses.
· Accommodation, pickup, freight booking, and Visa processing arrangement, are done on request, at discounted prices.
· Tablet and Laptops are provided to participants on request as an add-on cost to the training fee.
· One-year free Consultation and Coaching provided after the course.
· Register as a group of more than two and enjoy a discount of (10% to 50%)
· Payment should be done before commence of the training or as agreed by the parties, to the FOSCORE DEVELOPMENT CENTER account, so as to enable us to prepare better for you.
· For any inquiries reach us at firstname.lastname@example.org or +254712260031
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