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Designing the Training

A focus group was held with ve managers to nd out what they wanted from the training and to assess their concerns about performance management. This was a useful process. The managers wanted to include training in how to deal with difcult people, which otherwise may not have been included in the program. Including this also assured managers that their views were important and had been considered in the programs design.

The training would take place in-house and outside the normal workday. It was agreed that the most appropriate method was a two-hour workshop. The workshop would include various activities geared to develop the skills and knowledge of the participants:

Trainer-led interactive presentations.

Role play exercises.

Use of a specially designed case study.

Small-group exercises.

By developing and delivering the session in-house, training materials specic to the new performance management system could be created, rather than relying on generic training materials. It was hoped that this would facilitate the transfer

from training to the workplace. The training would be mandatory for all appraisers to ensure consistency. The trainer developed a plan for the two-hour session

and included activities that would appeal to participants of various learning styles. Appropriate resources and handouts were designed. The trainer used the organizations generic training evaluation form (provided at the end of this workbook) to evaluate the program.

How will you arrange the following things being an HR manager: (i) How to complete the new performance management documents?

(ii) How to develop SMART objectives (objectives that are specic, measurable, achievable, relevant and time-bound).?

(iii) How to help employees identify training and development opportunities?