Build the evidence base on accountability and performance excellence from data the organisation already collects.
Building a Culture of Accountability and Excellence in Organisational Performance
Learn to design, measure and defend your organisation's approach to accountability and performance excellence.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most disputes about accountability and performance excellence begin as a conversation that was handled badly. The organisation's reputation as an employer is built or lost through performance excellence. A common pattern is strong design of this area of people management and development paired with weak follow-through. The professional literature on accountability and performance excellence converges on a small set of controls that reliably work. The programme suits teams tackling the wider people management and development agenda together as readily as individuals attending alone. They acquire practical criteria for judging when performance excellence is working and when it is only appearing to. Participants leave with a method for accountability and performance excellence, not a set of opinions about it. Sessions alternate between guided analysis of performance excellence and supervised application. Work concludes with a self-assessment of this area of people management and development that participants can repeat annually.
Expected Learning Outcomes
Translate policy on performance excellence into procedures that hold up under day-to-day pressure.
Design a policy on accountability and performance excellence that is fair, lawful and actually usable by line managers.
Assign clear ownership for each element of performance excellence across the functions involved.
Estimate what accountability and performance excellence costs to run properly, and what is lost when it is not.
Handle exceptions to performance excellence consistently and document the reasoning.
Build capability in accountability and performance excellence across the management line, not only in the people function.
Who Should Attend
Technical staff being prepared for supervisory responsibility over accountability and performance excellence.
Recruitment and resourcing staff affected by performance excellence.
Human resources managers and business partners responsible for accountability and performance excellence.
Learning and development officers building capability in performance excellence.
Employee relations specialists handling cases arising from accountability and performance excellence.
Anyone whose accountability for performance excellence exceeds their current formal training in it.
Course Modules
Accountability and performance excellence: fairness, equity and consistency
2 sessions · 8 pointsSession 1The paperwork for accountability and performance excellence that is actually needed
- Script the difficult conversation accountability and performance excellence requires and rehearse it.
- Establish what evidence demonstrates performance excellence is under control.
- Pilot changes to accountability and performance excellence in one area before wider rollout.
- Design the communication for performance excellence around the questions people will actually ask.
Session 2Moving performance excellence from approval to execution
- Test the policy on accountability and performance excellence against three real cases from the past year.
- Set out the decisions in performance excellence that require sign-off and by whom.
- Check that accountability and performance excellence complies with current labour regulation in every location.
- Arrange the handover of performance excellence so capability survives staff changes.
Performance excellence: communication and employee understanding
2 sessions · 8 pointsSession 1Reviewing performance excellence against what actually happened
- Build the appeals route for accountability and performance excellence and publish it.
- State the purpose of performance excellence in one sentence a new manager would understand.
- Draft the minimum viable people policy for accountability and performance excellence.
- Benchmark the organisation's performance excellence against comparable operations.
Session 2The exception to performance excellence that sets the precedent
- Plan succession for roles most exposed to accountability and performance excellence.
- Set the review interval for performance excellence and who attends.
- Anticipate the objections accountability and performance excellence will raise and prepare the answers.
- Record the rationale for each significant choice made about performance excellence.
Performance excellence: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Building manager capability in performance excellence rather than owning it centrally
- Define who decides on accountability and performance excellence and who may only recommend.
- Set the consistency check that catches uneven application of performance excellence.
- Prepare the summary of accountability and performance excellence that senior management will read.
- Define acceptance criteria for performance excellence in advance.
Session 2Making accountability and performance excellence work when resources are constrained
- Review accountability and performance excellence for unintended equity effects across groups.
- Verify six months later that changes to performance excellence have held.
- Check that accountability and performance excellence still works when volumes rise unexpectedly.
- Confirm records relating to performance excellence meet retention and privacy rules.
Performance excellence: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Costing performance excellence honestly, including the cost of inaction
- Build the internal briefing that explains accountability and performance excellence to those affected.
- Define the trigger that would require performance excellence to be redesigned.
- Identify the data the organisation already holds that bears on accountability and performance excellence.
- Estimate the cost of performance excellence and the cost of leaving it unchanged.
Session 2Writing a policy on performance excellence a line manager can actually use
- Establish the boundary of accountability and performance excellence and record what sits outside it.
- Agree the indicators that will show whether performance excellence is improving.
- Set the annual review point for accountability and performance excellence and who attends.
- Document the reasoning for every exception granted under performance excellence.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.