Zurich, Switzerland: +41 - 43 434 80 33   |   US: (510) 954-3145   |   support@traininng.com

Webinar Price Details


In a perfect work-world managers would provide their direct reports continual feedback. Employee feedback is key today because of the rapid changes occurring in organizations necessitating that employees continually upgrade their skills. And annual conversations do not meet this need.

However, many managers struggle with this need for ongoing coaching because of the demands on their time, and some lack the techniques that are required. Employees used to expect to work for a boss. Today they want and need a coach. They want personal and professional development and they need help to meet their goals.

Regardless of the strain on their time, better managers know that performance management - including performance appraisals supported by ongoing coaching and counseling - work - and is the essence of their jobs as managers.

These better managers know that performance management:

  • Establishes and clarifies expectations - research has shown that only half of the employees understand clearly what is expected of them. Effective managers align employees' expectations with their responsibilities as managers and the goals of the organization
  • Provides employees with feedback on-the-spot - when they most need it to better perform to their capabilities. Employees who agree that their manager provides them with timely and meaningful feedback are about 3 times more likely to be engaged
  • Creates individualized accountability - less than half of employees feel that their manager holds them accountable for their performance responsibilities. The essence of performance management leading to performance development is built on accountability

Performance appraisals supported by daily coaching and counseling inspire employees to perform to their capabilities resulting in a win-win-win - for the organization, the employee, and, not least the least of which is the manager who is building a high-performing team.

Why you should Attend

One can easily argue that effective performance appraisals, coaching & counseling are more important in today’s business environment than ever due to the:

  • Escalating competition & enhanced customer expectations
  • Technological changes requiring continuous skill development
  • The need to maximize employees’ potential within lean organizations and have all employees focused on their job and the company's priorities
  • Higher expectations of employees for career development

Areas Covered in the Session

  • The rationale for and the Anticipated Payback from Performance Management
    • Why Performance Management is Necessary for Today’s Business Environment
    • The Financial Impact of Performance Management
    • The ‘Win-Win-Win’ of Performance Management
  • Implementing a Performance Management Program
    • Three Tools Needed to Facilitate Your Appraisal Program
    • How to Utilize Organizational Success Factors & Core Competencies in Performance Management
  • Ongoing Coaching and Counselling - that Supports Your Appraisal Message
    • Why Employees Don’t Do What They are Supposed to Do
    • Why do Managers Often Want to Avoid/Put Off Giving Feedback?
    • The Fallacy of Putting Off Giving Feedback on Performance
    • Five Techniques for Giving Feedback
    • The Differences between Coaching & Counseling
    • When to Coach & When to Counsel?
    • Work Situations That May Require Coaching
    • Work Situations That May Require Counseling
  • Preparing for a Performance Appraisal Interview
    • Mutually Establishing and Clarifying Expectations: Objectives and Competencies
    • Using S.M.A.R.T. Performance Objectives
    • Resources for Establishing and Defining Objectives and Desired Outcomes
    • Reasons for Documenting Employee Performance
    • Creating Achievement/Incident Files
    • Utilizing the F.O.S.A. Performance Documentation Format
    • Questions to Ask Yourself When Preparing for a Performance Appraisal
    • Useful Information to Gather Before Starting an Appraisal
    • 11 Steps to Prepare for an Appraisal Interview
  • Conducting Effective Performance Appraisal Interviews
    • Seven Objectives for the Appraisal Interview
    • Performance Appraisal Discussion Starters
    • Six Techniques for Conducting Performance Appraisals
    • A Performance Appraisal Checklist for Managers:
    • Personal Preparation
    • Conducting an Appraisal Interview
    • Closing the Discussion
    • Post Appraisal Follow Up

Who Will Benefit

  • Leaders
  • Managers
  • Human Resource Professions or Supervisors who want to improve their existing Performance Appraisal process and/or enhance their Coaching
  • Counseling or Appraisal skills

Speaker Profile

Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines:

Implementing Strategic HR Initiatives: Executive Search, Conducting HR Department Audits, Enhancing Recruiting, Interviewing & Selection Processes, Installing Performance Management Programs, Conducting Training Needs Assessments, Installing HR Metrics, etc.

Maximizing Leadership Effectiveness: Facilitating Team Building Initiatives, Designing and Facilitating 360 Performance Assessments, Executive Coaching, Measuring and Enhancing Employee Engagement and Performance, etc.

Strategic Planning: Facilitating Strategic Planning Events, Establishing Succession Plans, Installing Business Performance Metrics, etc.

Enhancing Customer Loyalty: Conducting Customer Satisfaction Surveys, Facilitating Customer Advisory Councils, Developing Standards of Performance and Scripts for Key Customer Touch Points, etc.

The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac to :

• Align corporate organizational structures with their strategic initiatives - while insuring value creation for their customer bases.

• Ascertain customers’ primary needs and perceptions of organizations’ performance relative to that of their competitors.

• Develop and implement customer loyalty enhancement processes - based on specific customer feedback - that delivered sustainable advantages in the marketplace.

• Implement performance management programs, executive coaching, compensation systems and other HR processes to strategically direct and reward desired employee behavior.

Prior to founding his own firm 25 years ago, Pete had 15 years of experience -at the plant, divisional and corporate levels - in Human Resource and Quality functions. Pete held leadership positions - to include the V.P. of Human Resources and Quality - with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.

Pete also frequently develops and facilitates a variety of leadership development programs including: Strategic Planning, Moving from an Operational Manager to a Strategic Leader, Strategic HR Management, The Fundamentals of Human Resource Management, Recruiting, Interviewing & Selection, Employment Law and Utilizing HR Metrics. Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is co-author of Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.

Pete holds a B.A. degree in Psychology from Emory and Henry College and Masters degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University.